‘You are president of the company.
How come you don’t have a parking space right up in front thatsays President?’ And I was like, oh dad, that’s so old school. What am I going to tell my employees that I haveto park up close and I have the shortest walk to the door? They’re the ones doing the real heavy lifting duringthe day. They’re doing the work. The closest ones are for ladies here so they can get in and out, and the otherones are for all the front line employees. I’m way in the back there in the leadership lot.
We let everybody elsepark up front. The leaders can walk furthest from there.1This attitude symbolized the underlying culture of SEI—that of caring for their employees. Ron walkedthe 200 yards to the office building, entered the reception area where he saw the four large glass placards,each portraying one of SEI’s four core objectives (see Figure 1).He had come in early for the special meeting, on completion of 20 years of SEI’s incorporation, withMike McCullough, the owner of SEI.
He had promised Mike that his team would present a comprehensiveplan to double the number of employees and generate revenues of $100 million by 2020—this planwould be considered most audacious in the history of SEI. With his game face on, he slumped into hisfavourite armchair, closed his eyes and mentally went through the presentation he had so diligentlyput together with his chief operating officer (COO) and two vice presidents (VPs)—Dwight Strayer,COO; Kraig Harper, CFO; and Mark Thomas, VP Sales. He was not overly worried about thedetailed financial projections that Kraig Harper and his team had worked out; in fact, he was quite