The Equity Balancing Act

The U.S. Lawns president shared this philosophy with more than 300 industry players at CLIP Sensible Software’s 11th annual CLIP Conference, “Dream, Plan, Dominate!” in Gaithersburg, Md., Nov. 14-18, 2000.

During this session titled “The E.Q. Challenge,” Oyler stressed the importance of setting priority-based goals by achieving a balance between three equity icons: capital (profit, retained earnings and net worth), social (communication, organizational trust, employee empowerment, passion and corporate personality) and personal (family, quality of life and fun).

Oyler identified how companies can improve the areas of capital and social equity:

Capital Equity
• Define and create organization and market vision
• Know key imperatives
• Develop systems that drive imperatives
• Run systems
• Expect and inspect discipline

Social Equity
• Define and create a social architecture
• Know key imperatives
• Develop and invest in people
• Develop trust
• Empower
• Reflect

Without capital equity a business will not be positioned to grow and invest, and therefore will not sustain itself. A deficiency of social equity depletes employees of their “tribal needs” or human nature, Oyler reminded. By examining and balancing capital needs for the company and social needs of its employees, a business provides not only paychecks for its workers, but pride, accomplishment and teamwork.

The author is Assistant Editor of Lawn & Landscape magazine.