Posted July 29, 2015
Seydel-Woolley & Co., with its parent The Seydel Companies, is one of the longtime, well-known members of the textile and apparel supply chain that found a recipe for success through the industry’s turbulent years. And it has come out on the other side with great optimism.
As featured in this week’s lead story, the process chemical company has put in place the best equipment, products, facilities, R&D capabilities, world-class manufacturing principles and sustainability practices it can during the last three decades. But beyond that, two big intangibles have factored into Seydel’s success, according to Steve Adams. Those two impalpable principles: company culture and customer service.
On the former, all employees are “like family,” said Adams, president of Seydel-Woolley, Inc. and vice president of The Seydel Companies, in which he is a minority owner. Which is a major reason the Pendergrass, Ga.-based company’s 75 employees average more than 20 years of service, he said. “We have zero turnover,” he said, not counting the period of industry recession when it was forced to downsize. “But I helped them all find jobs,” he said.
One of those longtime employees – in fact, the company’s current longest-serving employees – is Charlie Stewart, director of Technical Services, who assists with product development. He has been employed with the company since 1961 – 54 years. At age 77, he has slowed down to three workdays a week, with an hour-long commute each way. “I like the people I work with,” he said. “This has always been a people-oriented company. We interact well together. I enjoy being here.”
Indeed, the company’s culture revolves around communications, teamwork and a caring atmosphere, added Rita Crosswhite, a 33-year employee who, as administrative assistant and customer service head, knows every client on a first-name basis – and even many of their children’s names, Adams said. “This is an easy-going, relaxing place to work,” she said. “And that starts with Steve. I don’t think there’s a better boss out there. We all help each other out whenever we can. I think that’s a big reason people stay with us. And it is unusual to be among so many who will pray for you or with you and truly be there for you when in need.”
Walking through the offices, lab and plant with Adams Monday, I quickly recognized the respect he has for his employees – and vice versa – and sensed great rapport and camaraderie. Beyond knowing all of them on a first-name basis, he was quick to ask about their families or latest endeavors. People naturally seem at ease with Adams, who is one to never miss an opportunity to joke around at appropriate times.
When conducting business internally, Adams said he is a strong believer in positive reinforcement. “We don’t allow negativity,” he said. “And we don’t play pin the tail on the donkey and blame people. When I came here (in 1986), I often heard ‘it’s not my fault.’ And finally I said, ‘OK, everybody, no matter what happens, say, ‘it is my fault and here’s what I’m going to do about.’ Now, I can't get anybody to say ‘it's not my fault.’ And we don’t say, ‘I can't do it.’ We say, ‘I’ll figure out how to do it.’ ”
On the customer service side, Adams said he is a strong advocate of being available and responsive at all times. He supplies cell phones and laptops to management so they have the ability to communicate with customers at any time, if needed.
Intangibles help separate Seydel
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“When you call here, someone answers,” he said. “If someone calls you and you don't answer the phone, he will call somebody else. We all have cell phones, voicemail and email. We have so many ways to stay in touch with our customers or potential customers. I used to work at 7 to 6. But I don't anymore. I have this (showing phone). We’re 24/7. Most of our customers have my cell phone number.”
Plus, the lobby of Seydel is staffed with a receptionist – often a rare sight in the textile industry these days. “And we have a lot of customers visit us,” he said. “We want to be what I call more than the front door of a building. You always want to be in a position for people to come see us. We are all in when it comes to that. We want to be visible.”
Being visible and customer service-focused also means being very active in the industry and the community in which it does business. Adams is on “every board I can be on” in the textile industry, including the Southern Textile Association, where he has been a member for 41 years. He and other Seydel employees are active in many community endeavors and organizations. The company also donates thousands of dollars a year to support these groups or causes.
No doubt, intangibles often make all the difference in the world.