anak yg memecat ayahnya sendiri

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bikin trit kedua tentang kisah nyata seorang CEO yg memecat ayahnya sendiri demi menjaga kelangsungan hidup perusahaan, mudah-mudahan tidak repost dan bermanfaat bagi kita semua.

Bila berkenan mohon ,

bagi yg sudah ISO harap kirim

terima kasih

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Mitchell Kaneff seorang Presiden Direktur dan CEO dari perusahaan kardus Arkay Packaging, juga penulis buku "Taking Over: Insider Tips from a Third Generation CEO." menceritakan bahwa ia telah memecat ayahnya dari perusahan keluarganya. Hal itu dilakukannya karena perbedaan gaya me-manage perusahaan antara Mitchell dan ayahnya.



Menurut penuturan Mitchell, gaya me-manage ayahnya tidak bagus dan sangat boros, karena ayahnya lebih tertarik pada penerapan teknologi dan peralatan serta pekerjaan dalam pembuatan kotak dari dalam mengurangi overhead dan meningkatkan pendapatan, disamping itu ayahnya lebih mementingkan kewibawaan dan lebih suka memberikan perintah daripada mendengarkan saran. Hal itu menurut Mitchell sangat bertolak belakang dengan dirinya yg lebih mementingkan efisiensi biaya dan meningkatkan pendapatan, serta mau mendengarkan dan belajar dari rekanan.



Pada tahun 1998 perusahaan mengalami banyak masalah, berawal dari pertumbuhan perusahaan yg sangat pesat sebesar 33% dan kami kesulitan menjaga image perusahaan, pengiriman terlambat, kualitas produk kami menurun dan kesabaran pelanggan menipis. Selain itu kami juga menghadapi masalah akuisisi dalam perluasan usaha ke lokasi baru di Roanoke Virginia.



Pada saat yang sama, ayah saya menghabiskan uang jutaan pada pengembangan usaha bisnis pelabelan. Keadaan menjadi bertambah buruk ketika para kompetitor menyebarkan email palsu yg mengatakan perusahaan kami terlibat dalam sebuah skandal lingkungan, ditambah lagi dg publikasi sebuah artikel yg mengatakan bahwa perusahaan berutang kepada pemerintah sebanyak 55 juta dolar, dan yg paling parah ketika para pelanggan menanyakan kepada kami apakah perusahaan kami akan mengajukan bangkrut.



Pada tahun 1999 saya mengambil alih kendali, saya kumpulkan keberanian untuk memberitahu ayah saya bahwa perusahaan harus berhenti menghabiskan uang di bisnis label dan lebih fokus pada bisnis inti.

Langkah awal yg saya lakukan adalah mengubah gaya manajemen perusahaan dengan melakukan pendekatan yang lebih lembut kepada karyawan. Kemudian saya mulai berbagi informasi dengan semua karyawan serta mendorong seluruh karyawan untuk berbagi informasi dengan manajemen.

Sekali seminggu, semua karyawan saya kumpulkan dan berbagi informasi penting perusahaan yg berkaitan dengan penjualan, produktivitas dan omset. Hasil dari pertemuan ini ditemukannya kesalahan sistem komputer dalam hal tenggang waktu pengiriman pesanan serta detail informasi pesanan. Saya segera melakukan perbaikan sistem dan hasilnya hanya dalam beberapa bulan 90% dari pengiriman kami tepat waktu dan lengkap.



Pada tahun 2004 saya memecat ayah saya, hal ini bermula ketika suatu malam saya mendapat telepon dari seorang staff ahli saya yg memberitahukan bahwa dia dipecat oleh ayah saya dan merasa telah diperlakukan tidak profesional. Kejadiannya adalah ketika ia dipanggil oleh ayah saya untuk datang ke kantornya, sementara saat itu dia mendapat perintah dari saya untuk menyusun suatu surat perusahaan yg sangat penting. Staff saya tersebut kebingungan untuk menentukan mana yg akan diikuti, sehingga akhirnya memutuskan untuk menyelesaikan pembuatan surat dulu baru kemudian mendatangi kantor ayah saya.



Dari situ saya menemukan bahwa dia bukan satu-satunya yg mengalami masalah tersebut, bahkan seluruh karyawan menghadapi masalah yg sama.

Saya tahu saya harus bertindak cepat untuk mengatasi masalah tersebut, segera saja saya telpon ayah saya dan saya katakan bahwa dia tidak berhak memecat staff tersebut, jika ayah tetap memaksa lebih baik ayah yg dipecat.



Setelah mengatakan hal tersebut saya menangis, khawatir ayah saya terluka perasaannya. Namun yg terjadi adalah sebaliknya, ayah saya bilang "Saya sangat bangga padamu, kamu benar.. sudah saatnya bagi saya untuk pergi."

Itulah pengalaman saya yg terberat dalam memberhentikan orang.



Ini adalah masa tersulit bagi kami berdua, tapi sekarang kami bisa tertawa bersama. Kami juga melakukan perjalanan akhir pekan bersama-sama dan hubungan kita lebih kuat dari sebelumnya, dan dia masih ingat teriakan saya yg memecat dirinya.

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I started sweeping floors at the family company, Arkay Packaging, when I was fifteen. After I graduated college in 1989 I moved to a position in planning and customer service. Seven years later, my father made me president. But the promotion was in name only; my father was having a hard time giving up control. He remained CEO and continued to make a lot of the decisions.

My father and I have different styles of management. He is more interested in technology, equipment, and the practical work of making boxes than in cutting overhead and growing revenues. I am the opposite. He is very authoritative and prefers giving orders to listening to suggestions. I am interested in listening and learning from my associates.

When our company faced a crisis, it became clear that our two styles were incompatible. To lead our company into the future, I needed to take control -- even if that meant pushing my father out of the way.



In 1998, The Company was in Trouble.

We experienced unprecedented growth of 33% and were having a hard time keeping up. Deliveries were late, the quality of our products was slipping and customer patience was growing thin. We were having problems with an acquisition, and were also expanding to a new location in Roanoke, Virginia. At the same time, my father was spending millions on developing a label press so we could get into the labeling business.

To make matters worse, competitors had circulated emails that falsely implicated us in an environmental scandal. Newsday published an article saying we owed the government $55 million dollars, which was untrue. Customers were calling us wondering if we were going to have to file for bankruptcy. The company was spread too thin, the chain of command was ambiguous and confusion reigned.



In 1999, I Took Control.

I mustered the courage to tell my father we needed to stop spending money on the label press and focus more on our core business. To my surprise, he acquiesced. I also knew it was time to change the company's management style. When I first stepped into a senior role at the company, I mirrored my father's behavior. When bad news arrived, I pounded on the table and screamed. It didn't take long before I realized that reaction intimidated employees and kept them from sharing information. So I tried a softer approach.

When my father ran things, only the C-level executives had access to the company's financial information. In order to make the company more transparent, I began to share that information with all employees. I also encouraged employees to share information with management.

Once a week, my employees gather and share vital company information related to sales, productivity and turnover. During one of these meetings, we discovered a glitch in our computer system. Our computers were counting deliveries that were up to seven days late as on time. As a result, we had been unaware that 66% of our deliveries were late. We also discovered by reviewing data collected in a system that when we did deliver boxes, orders were often incomplete. Within a few months, 90% of our deliveries were on time and complete. It was my first major achievement at the company.



By 2004, I Fired My Father.

Things had gotten more or less back on track, and corporate culture had changed dramatically. But there was still uneasiness among management about the split chain of command.

One night I got a call from our COO. My father had called him into his office while I was away and ordered him to transcribe a dictation for a letter. The COO told me he didn't appreciate being treated like an assistant when he had a company to run and that he was resigning. I knew he wasn't the only one having problems: The entire staff was finding it impossible to work for two men with such different visions for the company. I knew I had to act.

I called my father. When he picked up, I berated him for his treatment of the COO and then I told him he would either have to buy me out, or he was fired. It was the hardest call I've ever made, and I was speaking through tears, expecting my father to be angry and hurt.

Instead, he told me, "I am so proud of you. You're right. It's time for me to leave." I was surprised, but I think he respected how difficult it was for me to make that call.



Since my father retired in 2004, Arkay Packaging has kept going strong. The COO stayed on after my father left, and our revenues have been holding at $50 million annually.



It was a difficult transition for both of us, but now we are able to laugh about our past differences. We go on weekend trips together and our relationship is stronger than ever. He is still my sounding board when it comes to tough business decisions.

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