People Come First, Results Second

There are two lessons I’ve learned over the course of my career that have helped me succeed in business: Treat all employees as human beings, rather than as human capital, and figure out what makes them tick.

At 19, I learned that everyone is the same. The summer after my freshman year in college, I found myself in charge of more than 100 servers, busboys and cooks at the Jones Beach Theater Restaurant. I asked my older brother Ken how he got along with everyone at the New York bakery he helped manage. He told me that everyone cares deeply about their family. If you recognize this, he said, you can treat people as loving fathers, mothers, children or grandchildren. Ask about their families, and they will see you as a caring person rather than just a boss. I tried it. It works.

Some 20 years later, I learned that everyone is different. An industrial psychologist counseled me that I would be a more effective executive if I put people before results. Care about the people and the results will follow. This means figuring out people's passions, desires, concerns and fears, and then addressing these needs accordingly. Some people thrive on recognition, others want clear rules, others need incentives, others attention. I tried this. It works.

Applying this advice takes practice. Too often, I jump into the business at hand and then ease into more personal matters. But as a lifelong learner, I’m always working on being more empathetic. And the practice pays off: The more I genuinely care about people, the better they perform.

The bottom line: Everyone has other people (or pets) they care about. Showing real interest in them conveys care. Taking time to learn more about their passions, goals and fears and then helping address them is a bigger step.