The Secrets to Nei-Turner’s Success

While much of the current public debate about workplace benefits has centered around health care, Williams Bay, Wis.-based publisher Nei-Turner Media Group—which produces regional publications, such as At The Lake and Experience Milwaukee—proves that there are other, equally important aspects to a great workplace environment. Some may call them "intangibles," but there is nothing intangible about the difference the company's way of doing business has made in the career of Jamie Rhodes. Rhodes, a project manager at Nei-Turner, joined the company three years ago as a sales assistant. A professed "born writer" who loves the craft of publishing, Rhodes made it clear early on that she hoped to move into writing and editing, and was quickly rewarded with an opportunity to take on new and greater responsibilities. When an editorial position came up, "I literally went in there and said, 'I want this. Please don't give it to anyone else. You're not going to make a mistake with me,'" Rhodes says. "And so [they] did." Rhodes appreciates the fact that her boss was both approachable and open to the idea that she should be given the chance to move into her dream job. "I was able to say, 'This is my talent. Let me show you what I can do,'" she says. It's an attitude promoted across the board at Nei-Turner, where employees feel they are valued and that decision-makers always are open to their ideas, says Publisher Barbara Krause. "Our employees take ownership in the publications we produce," she says. "From [the] quality of the editorial and photography, to the customer service we offer, to the teamwork we embrace to get the job done, our employees are appreciated and receive recognition from their peers. We encourage each other, and we encourage new ideas. People stop in to see me all the time with a 'What do you think of this?' or 'I think this new project would be perfect for us!' If it makes sense financially and utilizes our talents, I'll try it." At the end of last year, Circulation Manager Renee Zembal suggested the company put out a special, local history book for the summer of 2009. Despite the short lead time, it was decided the project was a great idea. The book was produced on schedule, and has proven a success. "I try to give [employees] responsibilities in line with their talents and their passions," Krause says. "I ask my employees, either formally or casually, what their career aspirations are." Benefiting From FlexibilityThe drive to align corporate and individual goals extends to employee work structures. "Speaking for myself, and hopefully most of the company, I don't know of another workplace where I can do what I love within such flexible parameters," says Krause, who first came to the company over a decade ago, and has seen her schedule change dramatically as her family has grown. Through years of maternity leaves, day-care and childhood illnesses, she says Nei-Turner always has been accommodating to her needs. "I bring that empathy to the table when evaluating employee requests," Krause says. "How can I extend some leverage to my employees while keeping the workplace professional—that's the challenge I give myself. So far, it works. Our sales and design staff have laptops, so if they have meetings or just need to crank [work] out on their own time, they can. If they like to start work at 6 a.m. (some of my sales staff) or end the day at 2 a.m. (my art director), the laptop is there. I thrive on a traditional work day, so I am usually in the office, accessible to whoever needs me." Whether it's working from home, working from the office or some combination of both, Nei-Turner has found ways to accommodate each of its 16 employees to maximize convenience and efficiency. The approach helped ease employees through a recent acquisition: Working with staff from the newly acquired Trails Media Group, the company set up a remote server for far-flung employees, allowing them to work from home or closer to sales calls. "I still have the luxury of working with each individual to create a work schedule that complements their personal situation," Krause notes. "If we can eliminate some stress through scheduling, I will have a happier and more productive employee." As a result, Nei-Turner maintains generous telecommuting options, allowing some employees to work up to 80 percent at home on computers supplied by the company. (Some phone and Internet expenses also are covered.) Mandatory Wednesday staff meetings—where ideas are exchanged, strategies discussed and achievements recognized—ensure that everyone is on the same page. Those who work in the office also benefit from the emphasis on flexibility. During the summer, employees may work longer hours Mondays through Thursdays in order to leave at 1 p.m. on Fridays. The company also strives to be family friendly, providing personal days and work-at-home options when children are sick, and allowing children to do homework or other structured activities alongside a parent in the office to help fill gaps in child-care schedules. Traditional-style benefits include paying a 60-percent share of employee health premiums, two weeks of paid vacation after six months of employment (three weeks after five years), and nine paid holidays per year. Employees who have been with the company more than a year are provided with full salary for the first six weeks of disability, including for maternity leave. The company carries life insurance for each employee and offers a SIMPLE IRA plan. A Focus on FunIf being healthy also means being happy, Nei-Turner goes the extra mile when it comes to promoting good vibes. "We have a team that likes each other, and enjoys social get-togethers," Krause says. "This year, we began a program where a team of three employees plans a company outing with a budget of $200. So far this year, we've had a glow-in-the-dark cosmo-bowl (bowling event) and pizza afternoon, and a summer wine-tasting from a local vendor." "Socially," she adds, "we've had play dates with our kids, weekend parties, and even 'parties with a purpose,' such as getting together at someone's home to take photos and try out recipes for one of our magazines." Accomplishments and milestones are celebrated with treats and champagne, or occasionally, lunch provided by the company. Holidays mean more elaborate gatherings. "My favorite event is the Christmas party," Rhodes says wistfully. "It's great. The owners of the company usually come as well, and we rent a venue, and pay for a caterer and DJ. All of us, from the tippy-top to people who are only here temporarily or work from home, get together for the Christmas party, and we have plenty of drinks and food and dancing. It's a lot of fun. We look forward to it every year." The parties also provide employees a chance to showcase their performance skills. "As a gift to the owner this year, we are working on [Michael Jackson's] 'Thriller' dance," Rhodes says. "There's a YouTube video on how to do it. … It's one of those little, offbeat things that are really fun." Nei-Turner Media is owned by Gary Nei and Bill Turner, who are both retired, and Krause says the company culture is an extension of the ethos cultivated by Turner during his days of active leadership. "I tried to model my balance of hard work and fun after [Turner's]," she says. Turner owns a home nearby and invites employees over a few times a year to hang out on his deck overlooking Wisconsin's Geneva Lake, enjoy drinks and snacks, and (so Krause claims) even conduct a little business. It illustrates one of the secrets of Nei-Turner's success: Undergirding the fun is the serious goal of profitability and well-rounded career satisfaction. "There's a constant fostering of [employee] growth," Rhodes says. Or, as Krause puts it, "At Nei-Turner, we try to help employees become what they want to be."

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The Secrets to Nei-Turner’s Success

James Sturdivant

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James Sturdivant