As stated by the CEO, C. William Pollard, "the first two are 'ends', the second two are 'means'. Few find fault with our commitment to a set of principles, it is the God language that raises some eyebrows." That is not the only thing this Company has done to raise eyebrows, meeting the numbers, delivering consistent world-class service, and delivering profits to shareholders also gets attention.
This book is a great look into a Company with values all organizations could benefit from. Among them is the concept that "employees want to work for a cause, not just a living". When you think about what ServiceMaster actually does (not the most glamorous or well-paid work) we can understand how difficult this would be to execute.
The book itself is a quick read, and full of some good insight. It is not as in depth as I would have liked, but overall provides some outstanding ideas on how to prioritize values, and remain true to one's principles. The example set by the Company and the CEO demonstrates that not all of Corporate America places greed as their highest priority.
Pollard's history involves running one of the most impressive service companies ever, ServiceMaster. He took it from an already solid company and helped it become a great company through buyouts, aggressive expansion, and managing with integrity. He deserves to be hailed into a management hall of fame. His book, however, lacks depth.
We read what he thinks, and this is good stuff. In fact, everything in here is good stuff. His views on God, what his faith means in the workplace, how to be a servant leader. I'm nodding my head saying "Preach it!" as I write. But give us more, Mr. Pollard. Give us details of a businessman's business, not a book for upper mangement to give to middle managers on a work retreat to read on the train commute.
Don't repeat Carnegie, Drucker with a Christian backdrop. We've read their books. Give us meat. ServiceMaster has had some complex issues they've struggled through. Did overexpansion complicate stock prices? As society continues to secularize, what does this mean to a once faith-based company? Will it go the way of the YMCA, with its roots merely as its history, or will it hold tight to the core principles and God which wrought those principles?
Challenge us, Mr. Pollard. How does a Christian who is a top manager deal with underpaid staff workers who can barely pay their rent? Give them raises? Bonuses? If their valuable service defines the company's value, how are they to be treated? How does the leader of a huge company deal both corporately and personally with world economic issues, as it affects the microworld surrounding the local office? How does a Christian leader avoid bias in promoting staff? How do top leaders accept long hours and responsibilities, while yet having a family?
None of that is adequately addressed in "Soul of the Firm."
So much is not being said in this book that I was disappointed. Pollard could've taken another 100 pp and filled it with real direction. Instead, we are given a rehash of the generic "run the company with good old fashioned values" story.
Anthony Trendl