owners and by trusted employees, especially

those who are proven to be good

detailers, says Fox.

“If the candidate has poor English,

there must be a translator in the interviewing


Fox also suggests giving each candidate

a paid one day or one week trial to

see if they are a good fit. Then, candidates

should be hired on a 30-60-90 day

evaluation schedule, says Fox.

“Poor employees are easily discovered

in this time period.”

It is also important to check the references

and do a background check.

Also, adds Fox, “existing employees

should be given a bonus for bringing in

good workers. That bonus is paid after

the evaluation period.”



One of the most important things a

boss needs to do is to properly train each

employee, and continually evaluate their

skills, making sure they are not making

any shortcuts.

“You need to show them everything

you know,” says Lacroix. “I think some

people are afraid to teach them all of

the skills because they are afraid they will

leave and use their skills somewhere else.”

But, even with that fear in mind, each

employee needs to be given ample and

proper training time.

Lacroix suggests giving a new employee

two weeks to a month to learn the

skills and execute them properly. To do

this, he says to have a manual of operating

practices, a checklist of what is

expected in each detail, and each employee,

even if they have detailed before,

has to be trained as if they are new to the

industry because each business, and the

tools included, are different.

Some employees have an attitude of,

‘I know what I’m doing and I am better

than my boss,’ and those are the toughest

to work with, says Lacroix. “You have to

make them understand that you’re the

boss and things are run at your place a

certain way.”



When you have a good employee, it is

important to let them know you appreciate

their hard work. And, while you can’t

force them to stay and worry they will

someday leave, giving them

proper acknowledgement may help

in prolonging their tenure.

Matt Cowart, of Liberty Detailing

in Petoskey, Michigan, says good old



LA Clippers owner Donald Sterling

is known for crude racial com-

giving the option to sell. At the time, the

company was collapsing. Skilling and his


In the early 1900s Max Blanck and

Isaac Harris, owners of Triangle


In 2012, 47-year-old Debbie Stevens

of Long Island, New York,

ments (according to one lawsuit) and was

inner circle were, however, allowed to sell

Shirtwaist Garment Company, locked

was fired from the billion-dollar company,

sued multiple times for sexual harass-

their shares and Skilling was able to cash

their employees in the New York City

Atlantic Automotive Group, after donat-

ment and has been accused of heckling

his shares for $15 million after quitting

garment factory to keep them from steal-

ing a kidney to help her boss who needed

and yelling at his teammates. In 2014 he

and just after the company completely

ing. Regarding as a true “sweatshop,” in

a transplant. The boss, Jackie Brucia, ap-

was banned for life from the NBA for in-

flat lined.

1911, the factory caught fire and 146

parently wasn’t very grateful for Stevens’

decent comments he made which were

recorded and released to the public.

THE LESSON? Don’t be racist. Don’t sexually

harass your employees.

2 Al Dunlap a.k.a. “Chainsaw Al,”

fired 11,200 employees with his

first two years a CEO of Scott Paper and

Sunbeam. The former boss also pocketed

$100 million in stocks and salary

after getting rid of one-third of the em-

THE LESSON? Treat your employees as


4 Film producer Scott Rudin is rumored

to have fired over 200 personal

assistants and he even has admitted

to having a temper. In 2005, Kate Kelly

and Melissa Marr wrote a profile piece

on Rudin in the Wall Street Journal.

“Former assistants say he sometimes

vents his anger by throwing phones and

workers were killed.

THE LESSON? Treat your employees humanely.

6 Marge Schott, the former owner

of the Cincinnati Reds, in infamous

for using offensive language in regards

to African Americans, Asians and

those of Jewish faith. What’s even worse

was her outspoken support of Nazi party

autocrat Adolf Hitler. One of her for-

sacrifice. After returning to work four

weeks post-op, Stevens told ABC News

that she was horribly mistreated. “I don’t

have words strong enough or large enough

to describe her treatment of me,” Stevens

said. “Screaming at me about things I

never did, carrying on to the point where

she wouldn’t even let me leave my desk. It

was constant, constant screaming.”

THE LESSON? Be grateful for every gift

you receive from your employees.

ployee base.

office supplies, prompting assistants to

mer employees, Tim Sabo, sued her after

THE LESSON? Don’t fire and get rich at

the same time.

take precautions,” wrote Kelly and Marr.

One former assistant also claims he was

fired for bringing the wrong types of

he was fired, claiming it was because he

opposed her policy on not hiring African


3 Jeffrey Skilling, former CEO of

Enron, apparently required that

employees had to invest their retirement

pensions in the company’s stock, without

muffins to a meeting.

THE LESSON? Don’t throw things at your

employees. Don’t get upset about the

wrong pastries.

THE LESSON? Don’t be racist. Don’t support

Hitler in any way, shape, or form.

10 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL 2019

More magazines by this user
Similar magazines