NFIB

A Meeting to Keep Employees
04/ 01/ 2002

by Lewis Gersh

Two years ago, we launched Worldly Information Network Inc., which produces financial information under worldlyinvestor.com and LionShares.com. Achieving our goals required tapping a wide array of skills. Our staff of 70 includes journalists, financial analysts, IT specialists, graphic designers, lawyers, accountants, marketing and sales people—each with the specialized knowledge, personality, focus and work style particularly suited to their own field. Integrating this diverse group into a cohesive team has been a challenge.

Here's what works for us: Monday morning at 9:30 is meeting time-for everyone. This might seem like a waste of productivity and an impossible forum for getting anything done. But even in the overworked 24/7 Internet world-particularly in the overworked 24/7 Internet world-it is key to keeping morale high, building a team and nipping resentments in the bud.

Our meetings are informal, fun and give people a chance to hear, first-hand, how and what the company is doing. Tone is essential. Good news comes first, usually greeted by applause and cheers. People are linked in a company like ours. It is not unusual for someone to make a valuable, useable suggestion for an area very different from his or her own. Compliments and "thank yous" for a job well done or for special help are common. New people are introduced, jokes are shared. Someone might extend a general invitation to meet for drinks that evening. Problems that have cropped up or that might affect our business, real or rumored, are aired.

Candid discussion is part of taking the pressure off and keeping enthusiasm high. Don't ever assume that "nobody knows what's going on." Everybody knows what's going on or wants to know. To me, skills, talent and experience are expected. Enthusiasm is required. The meeting lasts about an hour. The value goes on.

My door is open and anyone can talk to me about anything, either business or personal. I make it a point to be familiar with each person's background, to understand their job, chat with them personally and give them the opportunity to get to know me. I try to know people well enough to "read" them and anticipate concerns, to listen constructively and act accordingly. Don't ever think that personal problems have no place in business. They affect attitude, performance and the atmosphere of the company.

Earlier this year, Worldly Information Network acquired LionShares.com and launched the oneFN online network financial information site at http://www.onefn.net. The techniques that worked to make worldlyinvestor.com a team have successfully integrated the cultures of all three. Worldlyinvestor.com has received awards and positive recognition from Forbes, Money, Fortune, BusinessWeek, The Washington Post and others. We share each accolade. Reprints are distributed throughout the office. Framed articles cover the walls. Congratulatory e-mails regularly flow from my desk and from the desks of department heads.

We all know that rapid growth and success don't come without pressure. It's been a real accomplishment to have met the revenue targets we have set for ourselves. The esprit de corps, personal pride and loyalty of the people who helped us achieve this success has been and is an absolute priority.

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Gersh is chairman and CEO of Worldly Information Network Inc., the parent company of online finance sites http://www.worldlyinvestor.com and http://www.LionShares.com.

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This article originally appeared in the March/April 2001 issue of MyBusiness Magazine, NFIB's member magazine.

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