Status: U Return-Path: Received: from mx-nebolish.atl.sa.earthlink.net ([127.0.0.1]) by mx-nebolish.atl.sa.earthlink.net (EarthLink SMTP Server) with SMTP id 1l7djo4xH3Nl3492; Mon, 1 Dec 2008 13:15:58 -0500 (EST) Received: from wsmarth-maltese.pas.sa.earthlink.net ([207.217.120.228]) by mx-nebolish.atl.sa.earthlink.net (EarthLink SMTP Server) with SMTP id 1l7djnBM3Nl3492 for ; Mon, 1 Dec 2008 13:15:57 -0500 (EST) Received: from domrl-ground.atl.sa.earthlink.net ([207.69.231.199]) by wsmarth-maltese.pas.sa.earthlink.net with smtp (Exim 3.36 #4) id 1L7DJ0-0008Fp-00 for merileek@earthlink.net; Mon, 01 Dec 2008 10:15:34 -0800 X-ELNK-Loop: merileek@kerncommunications.com Received: from dukecmmtar01.coxmail.com ([68.99.120.48]) by domrl-ground.atl.sa.earthlink.net (EarthLink SMTP Server) with ESMTP id 1l7diV3vi3Nl5vF0 for ; Mon, 1 Dec 2008 13:15:29 -0500 (EST) Received: from merilee07cf8a9 ([68.15.13.44]) by dukecmmtar01.coxmail.com (InterMail vM.6.01.06.05 201-2131-130-106-20070212) with SMTP id <20081201181529.YIRM1817.dukecmmtar01.coxmail.com@merilee07cf8a9>; Mon, 1 Dec 2008 13:15:29 -0500 Message-ID: Reply-To: "Merilee:::Kern Communications" From: "Merilee:::Kern Communications" To: , , , "Christina King" , Subject: SmartBusiness placement Date: Mon, 1 Dec 2008 10:15:33 -0800 MIME-Version: 1.0 Content-Type: multipart/related; type="multipart/alternative"; boundary="----=_NextPart_000_09D5_01C9539D.BEDF83E0" X-Priority: 3 X-MSMail-Priority: Normal X-Mailer: Microsoft Outlook Express 6.00.2900.5512 X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.5579 X-ELNK-AV: 0 X-ELNK-Info: sbv=0; sbrc=.0; sbf=00; sbw=010; This is a multi-part message in MIME format. ------=_NextPart_000_09D5_01C9539D.BEDF83E0 Content-Type: multipart/alternative; boundary="----=_NextPart_001_09D6_01C9539D.BEDF83E0" ------=_NextPart_001_09D6_01C9539D.BEDF83E0 Content-Type: text/plain; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable http://www.sbnonline.com/National/Article/15800/0/A_focus_on_people.aspx?= Category=3D126 =20 =20 Fast Lane A focus on people How to show you care about your employees By Meredyth McKenzie Smart Business Broward/Palm Beach | December 2008=20 Page 1 of 2 Valerie Holstein president and CEO, CableOrganizer.com Inc. -------------------------------------------------------------------------= ------- Valerie Holstein makes it a priority to know more than just her = employees' names and job titles.=20 She also keeps a list of things they like, and while on a recent = vacation to France, she made sure to get something small for each of her = nearly 50 employees at CableOrganizer.com Inc. "It took me awhile to understand, but I understand that if I take care = of the people who work for the company then the company will take care = of itself," Holstein says. Holstein's focus on creating a culture centered around employees helped = her grow the cable and wire management solutions company she started in = 2002 with her husband, Paul, to 2007 revenue of $10.2 million.=20 Smart Business spoke with the co-founder, president and CEO about the = keys of creating a successful culture and how to get to know your = employees. Q. What are the keys to creating a successful culture? Creating a workplace culture begins with the people you hire and bring = in to the organization. Trying to impose a certain corporate culture on = any given group doesn't work.=20 It's important to start out with employees who share the same core = values and work ethic and you know are going to be compatible with the = vision of the company.=20 Ask questions about who they are as people, where they come from, what = sort of experiences they've had. Have the candidate give you examples of = how they would handle hypothetical life situations, and ask about how = they have successfully dealt with and overcome real-life obstacles.=20 See if they answer the way you would. These answers are telling and can = help employers gain insight into a potential employee's value system. We also ask them questions that are somewhat personal. Questions that = come up are: What does your house look like? How do you organize your = work space? What does your car look like? We ask them what has driven = some of their past decisions in the workplace, or if they made a mistake = in the workplace, how did they handle it, what did they learn, did they = learn anything, because if they didn't learn anything, it's an issue.=20 It takes a lot of time, it takes a lot of dedication. You have to = genuinely be interested in other people and show them that you're = interested. It's the same thing as a marriage - you don't get flowers = every day, but you like to know every once in awhile that your spouse = hasn't forgotten about you.=20 Q. How do you show you're interested in people? Know the names of their spouses and children. Remember birthdays. Offer = - genuinely - help in times of need. Then give it.=20 Whenever possible, accommodate and make allowances for extenuating = personal circumstances. Ask how things are going or what they did over = the weekend. Then listen. Talk about your own family and personal = interests. Never give unsolicited advice on personal matters.=20 Try to lead by example. Show up on time. Be respectful. Be considerate. = Be one of the team. Hold yourself to the same standards you set for your = employees. Treat your employees as you'd like to be treated.=20 Q. You mentioned the importance of listening in getting to know your = employees. What are the keys to becoming a better listener? Read books on listening and relationship building. Constantly ask for = feedback. Take negative feedback as constructive criticism - look at it = as an opportunity for improvement.=20 Appreciate the fact that your employees are giving feedback, whether = it's positive or negative. Feedback means that they care. Don't take it = personally.=20 Take feedback seriously. It's one of the truest indicators of how your = company is functioning - it's like checking your company's pulse. No = feedback equals no growth.=20 Q. What is the benefit of having a solid culture in place? It makes things run easier. It's a key to the foundation of good, = long-lasting companies. If you're running the old-fashioned way, with = everybody in their cubicle, and have a set of rules and assign a certain = amount of work and can't literally get out of the box, at average, you = might survive for a while. But if you want to build something that's = long-lasting, you have to have a culture where people want to be at = work, they embrace the company and have a genuine interest in the = company. We're in an economy where everybody's pinching pennies, everybody's = being careful about the overhead and what they're investing. So are we, = but if people are happy, you have a happy organization, you have a happy = company; you're going places.=20 If people just consider their workplace as they just have a job and pay = their bills, these people are not going to be in for the long run ... = the first opportunity they have to get a better salary or a better job, = they'll be gone.=20 HOW TO REACH: CableOrganizer.com Inc., (954) 861-2000 or = www.cableorganizer.com ------=_NextPart_001_09D6_01C9539D.BEDF83E0 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable
http://www.sbnonline.com/National/Article/15800/0= /A_focus_on_people.aspx?Category=3D126
 
3D"" =

Fast Lane


A focus on people



How to show you care = about your=20 employees

By Meredyth McKenzie


Smart Business = Broward/Palm Beach=20 | December 2008

Page 1 of 2


president and CEO, CableOrganizer.com = Inc."=20 src=3D"http://www.sbnonline.com/Content/Site051/Articles/12_01_2008/brofl= holstein12_00000007761.jpg">=20
Valerie=20 Holstein
president and CEO, CableOrganizer.com Inc.

Valerie Holstein makes it a priority to know more than just her = employees=92=20 names and job titles.

She also keeps a list of things they like, and while on a recent = vacation to=20 France, she made sure to get something small for each of her nearly 50 = employees=20 at CableOrganizer.com Inc.

=93It took me awhile to understand, but I understand that if I take = care of the=20 people who work for the company then the company will take care of = itself,=94=20 Holstein says.

Holstein=92s focus on creating a culture centered around employees = helped her=20 grow the cable and wire management solutions company she started in 2002 = with=20 her husband, Paul, to 2007 revenue of $10.2 million.

Smart Business spoke with the co-founder, president and CEO = about the=20 keys of creating a successful culture and how to get to know your = employees.

Q. What are the keys to creating a successful = culture?

Creating a workplace culture begins with the people you hire and = bring in to=20 the organization. Trying to impose a certain corporate culture on any = given=20 group doesn=92t work.

It=92s important to start out with employees who share the same core = values and=20 work ethic and you know are going to be compatible with the vision of = the=20 company.

Ask questions about who they are as people, where they come from, = what sort=20 of experiences they=92ve had. Have the candidate give you examples of = how they=20 would handle hypothetical life situations, and ask about how they have=20 successfully dealt with and overcome real-life obstacles.

See if they answer the way you would. These answers are telling and = can help=20 employers gain insight into a potential employee=92s value system.

We also ask them questions that are somewhat personal. Questions that = come up=20 are: What does your house look like? How do you organize your work = space? What=20 does your car look like? We ask them what has driven some of their past=20 decisions in the workplace, or if they made a mistake in the workplace, = how did=20 they handle it, what did they learn, did they learn anything, because if = they=20 didn=92t learn anything, it=92s an issue.

It takes a lot of time, it takes a lot of dedication. You have to = genuinely=20 be interested in other people and show them that you=92re interested. = It=92s the=20 same thing as a marriage =97 you don=92t get flowers every day, but you = like to know=20 every once in awhile that your spouse hasn=92t forgotten about you.

Q. How do you show you=92re interested in people?

Know the names of their spouses and children. Remember birthdays. = Offer =97=20 genuinely =97 help in times of need. Then give it.

Whenever possible, accommodate and make allowances for extenuating = personal=20 circumstances. Ask how things are going or what they did over the = weekend. Then=20 listen. Talk about your own family and personal interests. Never give=20 unsolicited advice on personal matters.

Try to lead by example. Show up on time. Be respectful. Be = considerate. Be=20 one of the team. Hold yourself to the same standards you set for your = employees.=20 Treat your employees as you=92d like to be treated.

Q. You mentioned the importance of listening in getting to = know=20 your employees. What are the keys to becoming a better listener?

Read books on listening and relationship building. Constantly ask for = feedback. Take negative feedback as constructive criticism =97 look at = it as an=20 opportunity for improvement.

Appreciate the fact that your employees are giving feedback, whether = it=92s=20 positive or negative. Feedback means that they care. Don=92t take it = personally.=20

Take feedback seriously. It=92s one of the truest indicators of how = your=20 company is functioning =97 it=92s like checking your company=92s pulse. = No feedback=20 equals no growth.

Q. What is the benefit of having a solid culture in = place?

It makes things run easier. It=92s a key to the foundation of good,=20 long-lasting companies. If you=92re running the old-fashioned way, with = everybody=20 in their cubicle, and have a set of rules and assign a certain amount of = work=20 and can=92t literally get out of the box, at average, you might survive = for a=20 while. But if you want to build something that=92s long-lasting, you = have to have=20 a culture where people want to be at work, they embrace the company and = have a=20 genuine interest in the company.

We=92re in an economy where everybody=92s pinching pennies, = everybody=92s being=20 careful about the overhead and what they=92re investing. So are we, but = if people=20 are happy, you have a happy organization, you have a happy company; = you=92re going=20 places.

If people just consider their workplace as they just have a job and = pay their=20 bills, these people are not going to be in for the long run ... the = first=20 opportunity they have to get a better salary or a better job, they=92ll = be gone.=20

HOW TO REACH: CableOrganizer.com Inc., = (954)=20 861-2000 or www.cableorganizer.com

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