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The Best Places to Work Pat Dillon & Joe Starr / Photography by Martha Busse
1st Choice Dental Doctor Brad Byce knew he wanted to hire Jessica Maples even before her interview. "You could just tell," says Byce. "Her presence when she walked in the room. She's not shy. She was outgoing. Those are the people we want." For non-technical positions, hiring for personality rather than experience is something 1st Choice Dental started four years ago. That change in practice has fostered a positive attitude shift in each of the company's seven offices, according to partner Peter Worman, who insists the right outlook and desire to learn are attributes you simply can't teach. "I'll teach you the dental part," he says. Michelle Hoeft smiles each time she thinks about how the company's annual recruiting budget dropped from an average of $25,000 to zero in four years. Help wanted ads are no longer needed, says the corporate administrator. Staff members love where they work and are telling their families and friends to apply. Hoeft says even the patients are submitting applications. Computer network technician Adam Tormey left a long-time job to join 1st Choice. "I'm glad I made the change," says Tormey. "I feel like I'm respected and my opinions really matter to these people." Staff says much of the company's success is due to its leadership team: nine partners own the practice spanning seven offices in the greater Madison area. Because they are all owners, they have interest in the company's success. Because they are all friends -- many relationships going back years -- they have interest in each other's success. Their trust, combined with an adhered-to philosophy of open communication, respect and caring, is what makes 1st Choice a great place to work. "We don't allow gossiping," says Byce. "If I go to Dave and say, 'Pete's driving me nuts,' (using doctors David Penwell and Worman in his example), then Dave takes me right to Pete and says, 'Brad says that you're bugging him.'" Another part of their philosophy is respecting everybody as equals. The doctors, staff is quick to point out, aren't more important than anybody else. "It's not Doctor Byce; it's Brad," says Hoeft, explaining how the doctors and staff are on a first-name basis. "There's no one person here you feel, 'I'm higher' or 'I'm better than you are,'" says Maples, who is part of the friendly front desk staff. Finding the right job fit for each employee is another area where 1st Choice pays close attention, and having seven locations helps. "We're looking at skills and personalities, and there is a different dynamic in each office," says Hoeft. "One person who works poorly at one office might work really well at another." They give staff members every chance to succeed, but when an employee isn't the right fit, the doctors step up. "When someone doesn't work out, these doctors help find them a job," says marketing manager Amy Wessel. "They don't just dismiss them. They look at it as, 'This is a human being and I had to take their job away from them, and I'm not comfortable with that.'" Those who stay become part of a family. Having many small offices cultivates a closeness you don't find in one large office, and their customers know it, says Byce. "When the patient walks through that door, they know that patient by name. They know about their kids; they know about their family."
It's the small practice feel that's appealing to their patients, but the seven are still one as a business. Buying supplies and insurance for the group rather than for the individual offices saves on costs that would typically transfer to the consumer. This means more revenue and bigger quarterly employee bonuses. Yes, that's right, quarterly bonuses. Twenty-five percent of company revenues go to the employees. After checks and benefits are paid, what remains of the twenty-five percent goes to bonuses. In 2005, Hoeft says, 1st Choice gave out $194,000 in staff bonuses. It promotes accountability and loyalty; employees know that if they do their jobs well, chances are revenue will increase and bonuses will follow. And the company's finances are always open to staff members' review. A company status report is also given at the annual staff meeting. This gathering is a chance for employees to come together, see friends from other offices and celebrate the company's success. This year the program was held at Overture Center for the Arts and the group was treated to inspiring guest speaker Kevin Carroll, the former Nike executive who helped launch the "Livestrong" bracelet campaign. After the program everyone was invited to dinner and a show. "We make it open to whoever wants to come, but we don't say, 'You have to be there'" says Byce, who spent the evening out with employees and was rewarded by being plucked from the Comedy Club audience to participate in a skit. Start to finish, the program and all its trappings cost the company about $100,000 when you factor in shutting down seven offices for a full day, according to Hoeft. In addition to the annual meeting, activities like professional team-building programs, bowling leagues, golf outings and canoe trips help raise spirits and build bonds. Developing and nurturing those bonds stems back to the doctors, says Wessel. "You could implement the philosophies we use someplace else and they wouldn't work. You also need a strong base to build on. It just goes to the hearts of these doctors." Joe Starr
Madison Environmental Group and Community Car Sonya Newenhouse has an underlying feeling that everybody is good. And it's a mindset that has served her well as president of Madison Environmental Group. "Maybe I'm an eternal optimist, but you seek the good in people and the companies you're working with," says Newenhouse. A blend of her positive perspective and the purposeful work MEG is doing brought many current staff members to Newenhouse's bright, open third-floor office overlooking Capitol Square. It was the impact their work was having in the community that attracted vice president David Waisman to MEG. The Wisconsin native and his wife were moving back to the Midwest from California and in need of employment. He was searching for a "green," sustainable business when he was referred to Newenhouse. "The projects they were doing kind of wove a fabric together that made Madison a great community. The combination of people, creativity and research orientation, while still being entrepreneurial is … you don't see that very often." The MEG office itself says a lot about what type of business dwells within. During a recent renovation they replaced cabinets, doors and lights with recycled materials, and the walls and floors were refurbished. The changes gave staff pride in knowing their company truly shared their love for the environment. Newenhouse calls it walking the talk, and when you do it in your own business it adds meaning to what you believe in. There's also sense of nurture and playfulness that fills the office. Newenhouse keeps the refrigerator stocked with peanut butter, jelly and bread for hungry staff members. She also understands the need to feed their spirits with frequent fun. "We thrive on celebrations," she says. Birthdays, anniversaries, return to work after a vacation -- they're all fair game for bringing everybody together for a celebration. That inclusive atmosphere goes on to spark great ideas. "We're serious about the work we do, but we can have fun and, in turn, the staff having fun makes the clients want to be more involved," says Community Car executive director Amanda White. Community Car is a great example of that spirit, too. What started as a MEG feasibility study has grown into its own car sharing business while still sharing office space and ideas with MEG. Successes like Community Car drive MEG staff to create the next great idea. And staff involvement at all levels is encouraged on most every decision the business makes. Whether it's an employment interview or a brainstorming session, everyone is invited to participate. "The person who's working on a totally unrelated project might bring the best idea to the table," says Waisman. It gives staff members ownership in the project and pride in knowing their ideas are valued. Newenhouse believes organizations and people evolve through learning. It's through that evolution that creativity and new ideas come alive and encourage others to create, she says. When those ideas get out to the community and put to use they tend to motivate others. Newenhouse recalled an inspiring instance when J.H. Findorff & Son project superintendent Rodger Galloway asked if a fire escape from the Capitol West deconstruction project could be given to a volunteer fire department that needed it. His idea was put to action when Findorff and The Alexander Company, who is developing the downtown condo project, split the cost to remove the 1,800-pound staircase. Knowing they inspire people like Galloway makes everything they do at MEG so worthwhile, says Waisman. "It's not just our organization working in isolation; it's working together with all these different organizations that makes it that much more purposeful." It's easy to see that involvement and fulfillment are important to Newenhouse. Free programs like the Car Free Challenge and the Earth Day Open House are opportunities to bring different people together, realizing that they have a common interest and care, she says. "It's not just ideas on a piece of paper. You're making a connection." Joe Starr
Brownhouse Sitting in her eclectic brick-exposed office just off State Street, Laurel McManus Brown, owner of Brownhouse, an architecture and interior design firm, explains that she pulled the ornate vintage molding from a dumpster on a downtown demolition site during a renovation. Her taste for lively architecture and design is evident -- bubble glass doors (like those she designed for client RZ & Company's salon) open into a conference room sporting a zebra wood table atop a zebra stripe carpet. Brown's flair for mixing intricate artifacts with clean line designs is apparent throughout this downtown space, where she caters to a client list that includes Madison household names like Marina Condominiums, Meriter Retirement Services, Sonic Foundry and Cameo Day Spa. But what's most impressive about this over-achieving Madison native is the respect and appreciation she has for her ten employees. Brown's humility is in itself an accomplishment when you consider that at age 26 she owned a design firm in Atlanta, Georgia, that was rated one of the top 25 revenue-producing companies in the city at the time, and that was without a college degree (she has since earned both a bachelor's and an MBA). In the often ego-driven field of art and design, Brown has somehow survived with perspective, placing a premium on the people around her. "I attribute [my humility] to the school of hard knocks," says Brown, who also says she's done an "inside job" on herself. "I never lost sight of the fact that I was replaceable. When [my clients] said, 'jump,' I asked how high." To keep things centered Brown reflects on past successes and failures and uses intuition to surround herself with people who possess qualities from which she can learn. Employees, who sing Brown's praise and say they love their work, are encouraged to grow beyond their area of expertise, like architectural designer Shane Fry, who uses his graphic design background for internal design work. And Brown uses simplicity and sincerity in relaying appreciation to her employees for "making the choice" to work at Brownhouse. "I really feel that people instinctively want to feel valued," says Brown. "I think people want to be appreciated in very simple ways, like very sincere acknowledgements and very sincere thank yous, a pat on the back, recognition in front of their peers. You can see what that does to somebody just by looking into their eyes." Pat Dillon
The AIDS Network The AIDS Network people are not like most people. They get up each morning with one mission: to help people living with HIV or AIDS and to prevent others from becoming infected -- and not for a doctor's salary. They have a passion for their cause and they get along. And that's impressive if you figure in the stress level alone, or that when executive director Bob Power took the job, an insider warned him that the agency "eats their young." Eight years later, Power heads a successful non-profit serving southeastern Wisconsin, one that holds the key ingredients for harmony -- a leader who understands that lives need flexibility and support to achieve a work/life balance, and employees who, in return, respect the boss and each other. Power, the longest serving executive director in the agency's twenty-one year history, was hired in 1998 during a time of upheaval. After founding the Nebraska Aids Network and working as a senior associate of American Red Cross, he came to Madison with a clear understanding of AIDS education and support work. But he rejected the notion that his perspective alone should run the agency. That, he insisted, would be driven by the collective vision of community, staff and clients. "My role," says Power, "is to pull in those visions and form one smooth one." An office move soon after Power began gave staff members the leverage to redefine the agency rules, starting with less rigid ones. Today, those who step inside the AIDS Network door can feel the balance, an important climate for clients who come for confidential testing or a clean needle swap. The lobby is welcoming. A familiar radio station plays rock music. A handmade mosaic offers Esperanza, Communidad, Ayuda, Support, Hope and Strength. Lively colored office walls exhibit individual expression. The dress code is relaxed. And trust, the key element to this agency's infrastructure, allows staff to work the hours that fit their lifestyle. "In this work you never know what your day's going to be like or how long somebody is going to be physically living around you," says Power, explaining why flexibility is imperative to harmony. "We have had staff members living with HIV and AIDS who have died. That is always out there for us." Pat Dillon
M3: Mortenson, Matzelle & Meldrum You have to love a CEO success story that starts in a mail room. That's where president and CEO Michael Victorson began his career fourteen years ago at Mortenson, Matzelle & Meldrum, a business that provides insurance solutions to other Wisconsin businesses. Victorson, whose playful energy and spirit suggests there is still a kid just below the surface, is a beloved boss who runs M3 like a true democracy. While the product - insurance - may not be sexy, M3's office infrastructure is, starting with superlative benefits as a major employment draw and ending with a corporate connectedness that supports continuous self improvement and personal renewal. The result is positive energy that begins when the elevator doors open up to an amazing panoramic view of the downtown capital skyline, one that just might get a good Karma nod from any feng shui master. But it's the genuinely happy employees who illustrate this happening workplace, and all fingers point in the direction of Victorson as their leader. Last year M3 restructured for the first time in twenty years. Going against the board's advice to present the employees with a finished plan for organization, Victorson went to the people for recommendations. "The conventional thinking of managers is that you gotta give [employees] the plan," says Victorson. "But what I have found in my career is the more we allow people to participate in the direction of the company and their own career, the more we get repaid with loyalty, great service to the customers and professionalism." M3 took a step further last July, creating a Professional Development Department to cultivate new and existing talent. That "companies should formally charge somebody to invest in people" stood out for analyst Tony DiRomualdo of Next Generation Workplace, the company that conducted the Best Places to Work study. "That's real backing and proof that when employers say, 'we're all in this together,' they really mean it." Pat Dillon
DeForest Area Middle School Fifth grade teacher Bill Champeau can't help grinning every day he passes through the halls at DeForest Area Middle School. "When I walk from my end of the building all the way to the other, you hear so much positive stuff going on in the hallways," says Champeau. "It's hard to walk through there without smiling at something that's going on either between the students or the staff members." It's that aura filling the halls and classrooms, lending to the school's vibrant learning environment. It's not only children who are learning. The teachers are hungry for knowledge, too, and Principal Ann Higgins knows it. "They like being challenged; they like getting better at what they do." Staff education and interaction are encouraged, and there's an expectation from the district level down to improve each day. That will to succeed takes on an added meaning at this level. "There's something unique about the spirit of a middle school," says Superintendent Jon Bales, referring to the challenges that come with teaching children who are at such a critical stage in their development. This school's success, according to Bales, is credited to a combination of educators always looking to improve and a school board always looking to the future. "The district moves forward and that's the best way I can explain the type of place this is to work for," says Higgins, who encourages teachers to leave their comfort zones and try new things. Higgins, a self-proclaimed risk taker, looks at it as a way to build on strengths. "Take some risks. What's the worst that could happen?" asks Higgins. "If you fall on your face, that's okay." Eighth grade teacher Joe Parker recalled a curriculum transition that tested some veteran teachers' nerves. "For them it could be a bit of a fear to have to say, 'Twenty years into what I've been doing; now I'm doing something new.' To know that they had the support and the encouragement to try that, I think was a lot of help to some of those teachers." That support extends into the workplace, where administrators are commonly spotted talking among staff and students. Parker, in his fifth year of teaching, calls it addicting. "It helps new teachers coming out to see that interaction," he says. "When you see folks having fun with each other, it's something you want to be part of." Developing open lines of communication have helped build the trust that is so important to Higgins. But the road getting there wasn't easy. Teacher Julie Wipperfurth had doubts. The two years before Higgins became principal hadn't been great, says the speech and language clinician. "She came in and said, 'We're going to have an open-door policy.' At first I was 'uh-huh, uh-huh, I've heard this before.'" But after visiting with her new boss, Wipperfurth knew the policy was working. "Anytime you had a problem you could go there and you knew that she would listen," says Wipperfurth. "You may not get exactly what you wanted, but you always understood why and what was for the best of everybody." Teachers' voices are valued here, especially when it comes to staff additions. Champeau, who sat on a hiring committee, says it gives teachers ownership in the new teacher and the team concept. "The one interview committee I was in, Ann made it clear: 'This is your decision. This additional person is going to be on your team, so you pick the best person.'" It's the belief that Higgins and her assistant principals have in teachers that creates an enriching, safe environment where education thrives. "It's a trust factor, and trust takes time," says Higgins. "Some trust quicker than others. It's knowing, too, in my mind, I have to do what's right. Do what's right by the staff, do what's right for kids, and it all falls into place as long as I stick by my core values." Joe Starr Madison Magazine - March 2006 |
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Starr Writing Madison Magazine Feature Story Writing |