An Inter view with Dixon Schwabl
thoughts/feelings and then acting. It doesn’t come from the top;
it all comes from the bottom up which is an interesting approach.
It has really helped us retain employees; it’s also helped us attract
employees because the buzz internally is such that people want
to work here. It’s really interesting to me because we’ve turned
it upside down and backwards; and I’ve really learned a lot from
Danny and Colleen Wegman who own and run Wegmans. Their
approach is very similar. I admire and study their leadership; they
obviously have it right and have been doing it a long time.
8. You and Mike Schwabl just recently just got named as cochairs for the United Way 2015 Campaign. What drives you
both in being so active to giving back?
LD: It’s one of our core values and it goes back to that. We live it
every single day. Mike and I are on many boards—I’m on 13 boards
and he’s also on a lot. I think it is our responsibility as business
owners who have had any degree of success to give back to people
who need our help. We’re there to deliver on that. This has been
something, since day one, Mike and I have been passionate about.
Mike comes from a journalism background like me, but he also
comes from a not-for-profit background; he worked at Easter Seals.
I’ve always been passionate about giving back even as a child, we
did fundraising things like lemonade stands for the little community
I grew up in. I come from a family that whole-heartedly believes
in giving back and that it is a responsibility more than anything.
The other thing is we know what our people want, they’ve told
us—they want to feel good. What we do is not rocket science; we’re
not saving lives … Side bonus: we’ve learned along the way is that
people want to do business with people who give back. That’s not
why we did it day one, but it’s a benefit that we’ve certainly seen
over the years. So it’s not bad for business.
9. As far as all the perks go that you have, how do you keep
costs under control where its not cutting into your profits?
LD: Our productivity here is so high it takes care of itself. We do
scrutinize; we don’t spend lavishly on perks. The perks that have
the most meaning are the perks that don’t cost the most money.
We get creative with how we deliver them.
KS: We always have a Columbus Day clam bake for example
and it’s put on by the business office so it’s not catered. We have
people volunteer and bring equipment from home and people
can bring a dish to pass. We get everything from Palmers and it
takes up some time, but only that one day a year. For people with
spouses that work at banks, they have off. So for them to have to
come to work let’s try to make it as fun as possible—now it is in
its 6th year. People really appreciate when you do volunteer and
don’t just pick up the phone and call a caterer. That is actually a
pretty cost effective event.
Many CEOs bang their heads
against the walls because
they want millennials to
behave like baby boomers; they’re
not going to, so get over yourself
already. Adjust your management
style to what it is that they want,
end of discussion.”
LD: We do really cost effective things, like pumpkin carving
contests; we buy pumpkins for everyone and send them home and
their families get involved. That is important to us, that work-life
balance. How can we contribute to having a fun opportunity at
home, but then bring it back into the office, so families share with
other families? That’s not an expensive thing. We’re very mindful
because we do have profit sharing—we don’t want people thinking
we’re spending frivolously because there is something in it for them
too. So we have to be very, very careful and strike the right balance
there. But because the productivity is so high our profitability is
in check. So we don’t really have to worry too much about that,
but we are mindful of it.
9 ½. How do you slowdown in an industry that never stops?
Lauren: I asked my dad a similar question, six months into my
business I would get up every single night and write myself notes
in the middl