of people, and they started getting to know each other. And they asked this question: What does love look like around here? And they answered it in probably hundreds of ways. Fast-forward and they were voted
No. 1 and No. 2 best place to work in the city of Jacksonville. They are killing it. They’re expanding all over the country. The revenue of the last two years has exceeded the previous 25 years of the company. They’ve turned it around, and they are not shy about this. They’re very overt in their objective to create an environment that people love working in. As a result, they don’t spend any money on recruiters anymore because they don’t need them. Their employees are their best recruiters. It’s a phenomenal turnaround, and there is tough love associated in this. There are people that weren’t right for this new culture, and they are no longer there.
“It’s not about walking around saying, ‘I love you, man. I love you, man.’ It’s about acting as though I do.”
Knowledge@Wharton: It’s a short- term loss for the long-term gain,
Farber: It can be. Their history was that people in this small company would be fi ercely protective of their turf, their title, their information and their knowledge. There were information and knowledge hoarders there. Mitch said, “Look, to create an environment that people love working in, we have to help each other. That means we have to share our knowledge and educate each other and mentor each other and help each other. We’ve got to break down these silos.” Frankly, there were people in his management team that wanted no part of that. He gave them a chance, he gave them coaching,
and some just didn’t come around. He said, “If you’re more interested in holding onto your knowledge and information, then you’re really of no use or service to this organization.”
Republished with permission from Knowledge@Wharton (
http://knowledge.wharton.upenn.edu), the online research and business analysis journal of the Wharton School of the University of Pennsylvania.
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