Searcy Uniform & Mat

CMI's "No Fluff" Approach
Is Realigning and Redirecting Organizations

"Here is your strategic planning notebook. Please bring it to all of your sessions with CMI. After your meeting, your work will be typed up and distributed the next day."

This is the beginning of a strategic planning process that requires an entire leadership group to work together, hold quarterly huddles, write actions plans, and become focused on the right issues. What exactly provokes the need for companies to implement such a strategic planning process into their organizations? For Searcy Uniform and Mat Service, it was simple. They were in the process of making a transition from a single plant hands-on owner operator to a professionally run multi-plant organization. Internally, there was micromanaging from the owner, antagonistic attitudes between managers and owners, and a rivalry between divisions and business units.

Searcy Uniform and Mat Service provides a uniform and mat rental system to other businesses within a one hundred-mile radius. Their mission is to provide the best value through fair price, consistent quality and hassle-free service. Initially, they employed an industry consultant who practiced a traditional planning process of marketing and competitive analysis. According to Joe Giezeman, CEO of Searcy, the plan remained on the shelf more than it was applied. There was a disconnect between the plan and daily activities.

Giezeman hired CMI in 1997. He stated, "CMI's approach is more practical and direct. Bruce knows how to drive the key issues to the forefront and deal with them head on." Giezeman alluded to the idea that CMI best fit their style because they are "direct, no fluff and keep everyone really engaged." Bruce has assisted with their overall growth by forcing commitments, deadlines, and action plans. The company is much more disciplined in both planning and execution. This supports them in outperforming their competition.

At Searcy, the old bonus plan was based on individual department managers attaining results for their departments. As a result, this plan was setting up managers against each other. Where CMI has made a difference for Searcy is by realigning everyone with the owners. People are focusing on the same issues such as company sales and profit. Giezeman explained that growth rate has improved by bringing the sales people into the leadership team. This way they feel connected to the organization. Sales have increased fifty to seventy-five percent.

Overall, CMI has helped Searcy face the most important issues and create the discipline to deal with them. The key element is not so much how to press shirts, but assisting the process and eradicating the duplicity. Giezeman said it's great to have an outside eye with a more assertive manner that makes sure you do what you say you are going to do.