Empowering Employees Springfield MA

Team members are well-trained, and 88 percent ofthem are full-time employees. “Happy team memberscreate happy customers, and happy customers createhappy investors.... Make sure the people you workwith are able to self-actualize themselves to thegreatest degree possible so they can advance, makemore money, learn and grow on the job.”

Employees vote every three years on benefits theywant. “The benefits that they think are most importantthat fit within the budget we’ve established are thebenefits that we’ll have for the next three years.... Theteam members are the best judges of what benefitsthey would most like to have.”

New hires require a two-thirds vote from their teamto stay. “How can a team have true accountability ifthey can’t select or have a final say of who gets tobe on the team? I really believe that empowermentrequires having the team have veto power over newhires for the team to have psychological ownershipover their workplace.”

Regional managers design brand-new stores insteadof borrowing blueprints from corporate. “As much aspossible, we decentralize back to the regions andthe stores. They have a real sense of psychologicalownership. It’s their store. It’s their region. We areallowing individual innovation and creativity tobubble up from the store level, and then the goodideas that get created get copied by other stores.

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