The companies that survive longest are the ones that work out what they uniquely can give to the world—not just growth or money but their excellence, their respect for others, or their ability to make people happy. Some call these things a soul.
—Charles Handy, “The Search for Meaning” in Leader to Leader
Steve M. Scheel, CEO of Scheels, and a few associates were recently featured in the Fargo INC! article “HOW TO BUILD A BUSINESS THAT WILL LAST, THE SCHEELS WAY.”
What does it take to make a 115-year-old company a great place to work and shop?
Scheels’ success can be tied back to the exceptional people who approach their job EVERY DAY as “owners” with Purpose, Pride, Passion, Personality, and Performance.
Any leader can learn from the Scheels Team. Click the link here to read the full article.
“Choose a job that you love and you’ll never work a day in your life.” I think we’ve all heard that before. But, I think it’s bullshit. I love cooking, owning restaurants, and working with people every day. But, it’s very difficult at times. It’s long hours standing on your feet, doing repetitive tasks. It’s late nights and early mornings. It’s being behind the scenes. And, it’s a thankless job sometimes. But, it’s something that I truly love. It’s something that brings me happiness every day and it’s a happiness that I can share.
We assert that nothing has been accomplished without interest on the part of the actors; and—if interest be called passion, inasmuch as the whole individuality, to the neglect of all other actual or possible interests and claims, is devoted to an object with every fibre of volition, concentration all its desires and powers upon it—we may affirm absolutely that nothing great in the World has been accomplished without passion.
A great leader’s courage to fulfill his vision comes from passion, not position.
Businesses aggressively strive to establish trust with their customers but often neglect the need to cultivate confidence in their workplaces. Economist John Helliwell researched the determinants of workplace happiness and found that trust is the greatest contributor, beating out pay, workload, or perks. A one-point increase on the trust scale can mean the equivalent of the psychological benefits associated with a 40% wage increase.
