• Bryan Shive

The Weixler Cleaning Family

Here at Weixler Cleaning, we have fostered a culture of honesty, positivity, and trust that enables our team of 40+ workers to thrive at what they do. Here is a story of the healthy and efficient relationship between our leadership and workers:

The quality of work for one of our best employees was slipping. So, we had a meeting to talk about it. In it, he humbly said, “Look, I’m in my sixties. I’m getting older, and I’m slipping. I can’t watch details like I used to. Can you have another employee come and work alongside me from now on?”

We realized that his eyesight was probably failing so encouraged him to check in with a doctor. We care about our employees’ well-beings, both inside and outside of work, and wanted him to see that. In order to improve our company’s performance, we now send a partner along with him to clean, which makes him and our clients happy.

If he didn’t trust our company’s leadership, he never would have felt comfortable disclosing the information about his health to us, but because he did, we were able to come up with solutions. Trust between employees and leadership is crucial to a company’s improvement and success.

This trust takes time, especially during leadership transitions, like the one our company recently experienced with the addition of a new VP. To gain the trust of employees, a new leader needs to practice dedication, self-control, and loyalty throughout the initial hardships of the job.

While working to disprove employees’ skepticism, a new leader has to take on preexisting challenges of the company. It can be chaotic. However, for the sake of the company, through all of this, an effective new leader will act as a buffer for employees—absorbing the shocks of criticism, confusion, and discouragement in order to help keep up employees’ spirits.

A good leader will take on discouragement to help workers stay creative and full of potential. As was the case with the elderly worker, an effective leader will not harshly judge workers, but will help them pick up and move on. This is how skepticism dissipates and loyalty is formed.

Our leadership at Weixler Cleaning prioritizes investing in our employees. We have supported employees, both in their personal lives and in their careers, as they have gone through difficulties. In their times of hardship, we send them cards and gifts and alter our business routines to handle the situation better. When this happens, after the storm has passed, these employees are usually more dedicated to their job than they were before.

At Weixler Cleaning, our leadership aims to create raving fans; we want our customers to rave about us, and we also want our employees to rave about us too. We are already getting there. As one of our employees recently told the VP,

“You have added so much to our lives. I don’t know where we would be without you.”

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