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Houlihan and Harvey know how to create engaged, empowered employees because they lived it. They started Barefoot Cellars in the laundry room of a rented Sonoma County farmhouse and grew it into America's No. 1 wine brand. They were able to do so because of their dedicated employees. Here's how you can create an entre- preneurial culture at your organization: Hire for hustle. A great way to separate the entrepreneurial thinkers from those who aren't is to place a special emphasis on hiring people with a sense of urgency; people who can and will move quickly; people who don't always have to be told what their next step should be. In other words, don't hire solely based on someone's technical skill set. You can always teach that. You can't teach the other stuff—and that other stuff is what will make the difference between an aver- age company and a great company. Don't skimp on training. Many companies approach orientation like it's a formality. New employees are ushered in, given a quick tour of the office and a rundown of the benefits offered, and then they're expected to get right to work. Well, this minimalist approach to training can have some counterproductive consequences, especially where judgment, relationships, and potential are involved. "Yes, being thorough with training will take more time, energy, and maybe even money on the front end," acknowledges Houlihan. "But the long-term benefits of making sure your people know not just the 'whats' but also the 'whys' of their jobs will be worth it. Here's the thing: professional development is an essential part of attracting and keeping the best talent. People want to stay with companies that care enough to invest in them, not just via their salaries, but by helping them develop the skills that will help them build their careers. If you're not providing this kind of training, rest assured, they will move to a company that provides it." Use performance-based compensation. When you have a compensation plan based on an hourly rate, you're paying for attendance, not production. Regardless of how much they do or don't accomplish, your employees will have an "I was there; pay me!" attitude … and can you blame them? However, while running Barefoot, Houlihan and Harvey learned that perfor- mance-based compensation is better for everyone: you, your employees, and your company as a whole. Get out of their way. When your company isn't able to meet its goals, your first inclination might be to blame your employees for being unable to execute. But you should take a look in the mirror before doling out blame. That's because often, leaders who want to blame their employees for not executing are actually using a leadership style that is keeping people from getting things done. Delegate effectively. There's a misconception that many leaders simply refuse to relinquish control of any of their tasks or projects to one of their subordi- nates. But often, it isn't about control at all. Many leaders want to delegate, but they don't want it to look like they're just dumping unwanted tasks on their employ- ees, or they don't feel they have the time needed to train an employee to do a task. Here's the first step to take when it comes to delegation: start handing over those tasks and projects that your employ- ees can do or can almost do without your input. Trust their expertise and trust that if they really hit a wall, they'll come to you. Everyone has a unique set of skills, abili- ties, and talents. Often, your people will have firm—and sometimes surprising!— ideas about what they'd like to take on. Let information flow freely. Some companies use information as a type of currency—the right juicy piece of info can buy you lunch, help get you a promotion, bring kudos your way, or be traded for other valuable information. The flipside of this, of course, is that in large siloed organizations it's completely normal for one department or division to have no clue what the others are up to. Don't wait for perfectly sunny conditions. To create a culture where entrepreneurial thinking can thrive, you must make sure everyone understands that great ideas are always welcome. Then, give your employees the freedom to move forward on projects, even when conditions aren't exactly sunny. USICERINKS.COM MARCH.APRIL.2025 / 39 People want to stay with companies that care enough to invest in them, not just via their salaries, but by helping them develop the skills that will help them build their careers.