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I would like to depart from my original articles to characterize a great leader who was also a great friend. This departure is partly selfish, but I welcome an opportunity to characterize a person from whom I learned many management and leadership lessons.
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In the early 1990's I met with the owner of the Fishel firm so that he and several of his executives from colse to the country could value a theory I had advanced for process improvement. The meeting took place in Phoenix because The Fishel firm has a large nearnessy in Arizona.
The Fishel firm has about 30 branch offices colse to the U.S. With most of its operations focused on either incommunicable or overhead utility construction. The firm motto says it all, "The World's Best Ditch Diggers." That is what they do - dig ditches and install pipes and cables. As you might expect, the majority of the workers in The Fishel firm are blue collar, hard working outdoor types, or as John Phillips the current firm president once described them, "These habitancy are truly the salt of the earth! There isn't one of them you wouldn't enjoy having as a relative or next-door neighbor."
The meeting must have gone well, because I received a covenant to implement a theory of process analysis, teambuilding, leadership training, and process correction in their many locations colse to the country. For several years I visited each branch office many times, which enabled me to learn a lot about the firm history and some very unique corporate philosophies. It's about the uniqueness of this firm and its owner that I would like to characterize in this article.
Ken Fishel, who built the firm through old fashioned hard work and a commitment to providing the buyer high potential at a fair price, founded the Fishel firm 66 years ago. Ken's son-in-law, Jeff Keeler, joined the firm in 1976 as part of a field crew. Later he moved to the office as an assistant to the Vice President. The composition of field and office caress enabled Jeff to learn the incommunicable utility construction firm from the incommunicable up. Jeff was named president in 1977 and served in that capacity until 1998 when he became Chairman and Ceo.
It is about J.F. (Jeff) Keeler, Jr. That I pay tribute. From the occasion I first met him and later in dozens of meetings and leadership training workshops that he attended, I became his fan. He preached a understanding called "Fishelosophy," which remarkable his firm form the competition. I had never seen a firm like this before. At first I was amazed that "Fishelosophy" truly worked. But I soon realized that it was a dissimilar way of treating people. And because the habitancy (employees, customers and vendors) were treated differently, they in turn responded in like manner.
Let me give a few examples of "Fishelosophy." There are no "employees" in the company; they are called Teammates. If you inadvertently use the "employee" word, person will swiftly exact you. It took me some time to break the "employee" habit; but when I did, it was inevitable to my Teammates that I had embraced their passion for teamwork.
Jeff believed in sharing firm profits. Each quarter eligible, Teammates shared a indispensable measure of the company's profits. This sharing of profits helped each person think like an owner, because in effect, each person is. Behalf sharing checks were typically distributed in meetings that would best be described as a pep rally. I'll never forget the first one I attended in Phoenix; it was an animated and fun event.
At the meetings Jeff would lead his Teammates in a firm cheer! That's right, I said firm cheers. If you had told me that firm cheers were potential in today's sophisticated marketplace, I would have disagreed. But with Jeff's enthusiastic leadership style, it worked exceptionally well. The cheers fostered a camaraderie among his Teammates that is without equal in my 34 years of firm experience.
The Fishel firm believes in posters. There are posters espousing every corporate belief, value and initiative. At meetings, the posters are prominently displayed as a reinforcement of what they stand for. It was common to see half-dozen posters on easels for a leadership training workshop.
As I traveled with Jeff and saw him interact with his Teammates, many things impressed me. But one of the most spectacular, was that he knew not only the names of his Teammates, but he also remembered who they were as human beings. This attribute endeared his habitancy with unparalleled loyalty and honesty.
Jeff Keeler lived teamwork, he had vibrant passion for life, he loved competition, he cherished friendships, and he made life more fun for his family, Teammates, and everyone he met. Unfortunately, Jeff recently passed away, a cancer victim. He may be gone, but I'll never forget the lessons I learned from the "World's Best Ditch Digger." Leadership training makes a difference.
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