Synoposis

There may be more distrust of business today than at any point since the Crash of 1929. Years of mergers and acquisitions, spinoffs, downsizing, reengineering, offshoring, and other revenue-driven practices have left once-loyal workers feeling confused, betrayed, and angry. Making matters worse, the excesses of some CEOs have driven a wedge between workers and management.

In this climate, how can leaders create the kind of organization that people enjoy working for — one that turns them on and inspires them to use their talents to the fullest?

This is the mission of Making Your Company Human: Inspiring Others to Reach Their Potential. In contrast to the “me-first” CEO mentality behind so many of today’s scandals, this business handbook takes the view that a leader’s most important job is making it possible for other people to give their best to their work.

In Making Your Company Human, Le Herron, a chief executive officer for 24 years, describes a way for leaders to foster this kind of environment, using the real-life example of a major consumer-goods company: O.M. Scott & Sons, probably the best-known lawn & garden products company in the world.

When Scotts, a 100-year-old family business, was acquired by a giant international corporation, there was a need to preserve the smaller company’s unique character. Le Herron explains in this unusual book the approach that built a sense of trust, identity, and ownership among associates. By developing and sharing with them the story of their company’s values, ideals, history, and personality, he encouraged a spirit that led to greater individual and corporate excellence.

Rich in the timeless wisdom of an extraordinary leader, Making Your Company Human should be studied by anyone who aspires to help people experience more fulfillment, joy, and success in their work. Its principles can benefit almost every kind of organization, from small businesses to large corporations, community groups, government agencies, and spiritual congregations.