Tampa, Fla. — Hiring talented people and listening to employees are among the keys to success in the industry, some leading retail and food industry executives said at a recent gathering here.
The four executives — Shelley Broader, president and chief executive officer, Sweetbay Supermarkets, based here; Ed Crenshaw, president of Publix Super Markets, Lakeland, Fla.; Celia Swanson, senior vice president of change management for Wal-Mart Stores, Bentonville, Ark.; and Mike Salzberg, president of Campbell Sales Co., a unit of Campbell Soup Co., Camden, N.J. — shared their keys to success at the Florida Regional Network of Executive Women Networking Event here last week.
One of the primary functions of great leaders is finding and developing talented people within their organizations, they said.
“I went from sales to running a plant. I knew nothing about it, but I surrounded myself with people who knew,” Salzberg said. “Listening to the people who are rolling up their sleeves every day is the single most important thing.”
Crenshaw listens to other managers' ideas by taking part in cross-functional team meetings, in which people from different parts of the organization work together on an issue or project.
“I have a personal responsibility to the people who I don't know as well to make them feel comfortable. I know they're going to be somewhat intimidated with me. When you do that, it's amazing how these people emerge,” he said.
Swanson also goes out of her way to ensure that workers feel comfortable talking to her and other executives at Wal-Mart.
“You have to find ways to connect with associates at all levels in the organization. You give people at midlevel a cross-functioning project or a mentoring dinner with someone in the business,” Swanson said.
Broader works on being approachable and reaching out to employees. “You can be the nicest person, but your title can scare the hell out of somebody. So, you have to exaggerate your approachability,” she said.
Broader also aims to instill the pride of working in the supermarket industry into Sweetbay workers.
She learned about pride the hard way, when she switched from working in investment banking to working in the supermarket industry.
One day when she was trying to learn how to run the cash register in a Hannaford Bros. store, a man for whom Broader had just closed a multimillion-dollar banking deal walked through her line.
“I'll never forget the look on his face, and I'll never forget how I felt: embarrassed. There isn't enough pride in our industry, and part of my goal is to bring pride and credibility to this industry. You can have a career in the supermarket industry and the packaged goods industry,” she said.
“We work very hard to make retail a respectable industry,” Swanson agreed. Wal-Mart executives are proud that about 75% of store managers came up from the ranks of hourly store workers, she added.
Salzberg said he develops talent from within his organization by listening to employees and helping them progress.
“A defining moment for me was realizing that it really wasn't about me; it was about everyone else. Nothing is better than giving the gift of helping someone else come up. It inspires people to do more, and the company ultimately wins,” Salzberg said.
Crenshaw also shared a defining moment in his career. It occurred in 1979, when he chose to continue working for Publix instead of working in his father's business.
“I liked the business, I liked the people and I liked what the company stood for. I just knew that I wouldn't be happy working for somebody else,” Crenshaw said.
Crenshaw said he learned early in his career to not be afraid to try new jobs and experiences. “I started out in retail, went to buying, then went back to retail,” he said.
Crenshaw and the other leaders have also learned how to balance work and family life for themselves and their employees.
“Publix recognizes that we have families, and our company does a lot to accommodate families,” he said.
For example, when executives travel to meetings on the company airplane, the plane flies back to Lakeland before 5 p.m. so “people can get back in time to pick up their kids at day care and do other things,” Crenshaw said.
Crenshaw himself typically leaves work when he needs to be with his family. “I have never thought that Publix was going to collapse without me,” he said.
Broader gets her children involved in the industry in various ways, such as having them attend store grand openings.
In addition, she said, she makes it a point not to apologize to them for working.
“I choose to go to work. Work is good for me, and work is good for them,” Broader said.
Campbell has become more flexible with employees, starting meetings after 9 a.m. and letting people off early on Friday afternoons.
“People want to be treated the right way — then, they're going to be committed,” Salzberg said.
