Everybody Matters

"What would happen if you treated your employees like family?" Bob Chapman explores this transformative idea and its powerful impact on businesses and lives.

1. Employees Thrive When They're Genuinely Cared For

Employees want more than salaries and benefits; they long for respect and recognition. According to Chapman, true success comes from a workplace centered on employee well-being. This shouldn’t just be about their productivity but their emotional and physical health too.

By taking time to express gratitude and acknowledge an employee’s contributions, leaders can create a safe and fulfilling work environment. Such actions have been shown to reduce stress and increase employee satisfaction. Studies even suggest that employees who love their job spend less on healthcare, pointing to significant benefits for their overall well-being.

Treating employees like family mirrors good parenting. Regular check-ins to ask questions like “Do you feel secure?” or “Does your work feel meaningful?” convey authentic care. Chapman advocates that leaders have a deep responsibility for the happiness of their team members.

Examples

• Leaders at Barry-Wehmiller held regular face-to-face meetings to thank employees for their dedication.
• A study showed employees who love their jobs spend 62% less on healthcare.
• Leaders asked employees meaningful questions about their security and purpose, fostering trust.

2. A Carefully Designed Company Charter Builds Trust

A company becomes truly meaningful when its values resonate with its employees. Creating a meaningful company charter, with input from staff, helps build trust and fosters a sense of shared purpose.

When Bob Chapman wrote Barry-Wehmiller’s "Guiding Principles of Leadership," he actively involved his teams. He listened to their concerns and ensured the charter reflected their priorities, like building trust and acknowledging employee value. But trust isn't just written; it needs to be earned through action.

Chapman proved this by making immediate changes based on employee feedback. For example, after hearing frustrations about rigid break timings, the company eliminated restrictive practices like mandatory time clocks. This direct action reinforced trust and bridged gaps between management and employees.

Examples

• Barry-Wehmiller employees helped shape the company’s guiding principles.
• “Trust-building” became a main pillar in the charter due to staff feedback.
• Managers removed micromanaging practices like set break schedules to show faith in workers.

3. Trust Employees by Granting Decision-Making Freedom

Rigid workplaces with excessive rules dim creativity and stifle motivation. Chapman encourages "responsible freedom," a practice where employees get clear goals and autonomy to achieve them, enabling innovation and ownership over their work.

At Barry-Wehmiller, the adoption of “just enough” management allowed employees to define success and achieve it using their own talents. Employees trusted to make decisions developed a sense of responsibility, which indirectly motivated them to excel in their work.

One outstanding example came when employees were tasked with selecting a new laser-cutting machine. With newfound autonomy, they dove into research, became experts, and handled the equipment installation seamlessly. Their efforts impressed even external evaluators.

Examples

• Employees were encouraged to set their own paths to success using their skills.
• Teams enthusiastically selected and installed the company’s largest machine purchase.
• Harvard Business School visitors praised their approach for fostering empowerment.

4. Align Employees Through Purposeful Visioning

Working without direction can leave employees feeling lost and unmotivated. A clear vision that includes cultural and business objectives energizes teams and unifies them around shared goals.

Cultural visioning involves defining a company’s values and higher purpose. For instance, the Design Group promoted inclusivity above expanding the business. Employees appreciated this priority, which contributed to a collaborative atmosphere. However, pairing this with a bold business direction, like doubling revenue, added zest to their workplace.

Employees at Design Group doubled their organization’s size within three years due to this strategic clarity. By striking a balance between lofty cultural ideals and ambitious business aspirations, employees were inspired to contribute meaningfully.

Examples

• Design Group created a cultural vision rooted in work-life inclusivity.
• Employees rallied around a business vision to double the company size in five years.
• This combined approach led to rapid growth within three years.

5. Celebrate Employees’ Contributions

Recognition holds immense power, encouraging employees to perform better and enjoy their roles. Organizations should regularly and creatively celebrate their team members' achievements.

Barry-Wehmiller implemented a peer-nomination system where employees highlighted each other’s accomplishments. Rather than money, the rewards were heartfelt acknowledgment letters, often deemed more meaningful than traditional awards. This focus on personal recognition inspired continuous growth and camaraderie.

The CEO even lent employees his convertible as a prize, demonstrating trust and appreciation. Special family-inclusive ceremonies further lent emotional weight to awards, making employees feel recognized on a deeper level.

Examples

• Workers nominated peers for performance awards and wrote recognition letters.
• Winners prized meaningful acknowledgments over financial incentives.
• Award ceremonies included employee families to add sentimental value.

6. Stop Paying Lip Service—Show Genuine Care

Many companies claim to care for their employees but fail to act. Actions speak louder than promises. Leaders need to consistently demonstrate understanding, appreciation, and support to cultivate trust.

Chapman exemplified this by addressing workplace grievances personally, turning suggestions into implemented changes. Such practices broke barriers between staff and management, creating an environment where employees felt seen and valued.

Recognizing employees' issues and acting swiftly on their concerns ensures continuous trust between leadership and the workforce.

Examples

• Chapman dismantled restrictive rules immediately after feedback.
• Employee-led suggestion programs enhanced responsiveness and efficiency.
• Managers regularly demonstrated genuine care by attending to team needs.

7. Personalized Awards Inspire More Than Cash

Standard bonuses lack emotional depth. Personal and meaningful rewards leave a lasting impact on employees while nurturing loyalty and commitment.

At Barry-Wehmiller, personalized prizes like driving the CEO’s convertible or heartfelt letters left employees feeling valued beyond monetary rewards. Focused attention on individuals' contributions inspired employees to recognize their collective importance within the company.

Rather than dictating rewards from management, allowing teammates to nominate peers for recognition increased team morale.

Examples

• Employees received personal recognition for efforts rather than cash prizes.
• A convertible became a fun, trust-filled award option.
• Peer-nominated awards increased connection among employees.

8. Building Bonds Elevates Happiness at Work

By fostering connections, companies turn workplaces into communities. Activities and programs that strengthen connections improve not just morale, but also collaboration.

Barry-Wehmiller’s recognition programs and family event collaborations worked wonders to cultivate closeness. These initiatives celebrated individuals but emphasized teamwork, bringing divisions together and promoting solidarity.

Tight-knit teams work better—collaboration improves, and employees find greater purpose in contributing to shared goals.

Examples

• Peer-focused awards created friendships and stronger personal bonds.
• Family-inclusive ceremonies strengthened feelings of connection.
• Employees worked more collaboratively after enjoying celebrations together.

9. Companies Transform and Grow by Empowering Employees

Chapman demonstrated that empowered employees are essential to thriving businesses. Happy workers innovate, create solutions, and stand by businesses during expansion or challenges.

Barry-Wehmiller’s hands-off leadership approach set the tone for responsible freedoms. As employees grew more confident in their decision-making and guardrails fell off, business productivity improved dramatically, proving that success starts with people.

Organizations that invest in their teams unlock growth, trust, and loyalty.

Examples

• Employee involvement directly improved company processes and decisions.
• Lesser rules built room for higher accountability and performance.
• Businesses like Design Group expanded exponentially on the back of engaged workers.

Takeaways

1. Set aside time each week to personally thank and check in with employees about their feelings and experiences.
2. Involve your employees when defining the company’s values and goals to ensure their trust and commitment.
3. Replace generic recognition strategies with meaningful, personalized acknowledgments to boost morale and loyalty.