"Be thou diligent to know the state of thy flocks, and look well to thy herds."

Proverbs 27:23

Translating the Good Book’s admonition to look after one’s flocks and herds to that of being considerate of one’s staff and worker bees is a prime credo followed by some of Milwaukee’s best-loved bosses. Keeping open lines of communication, offering flexibility, being honest and showing concern are other valuable leadership traits appreciated by laborers in the corporate vineyard.

While there is no need to have a constant office love-fest, a boss can be firm, but should not be dictatorial or threatening. He or she can be an excellent leader/mentor/adviser, without the whips.

Respect, which must be earned, flows in both directions, regardless of the size of the company or the number of employees involved.

Most of all, skip the screaming, swearing, table pounding and computer tossing. Any boss who wants retention, loyalty and hard work from team members certainly won’t get far as a he- or she-beast, a Capt. Queeg, Ebenezer Scrooge or even by wearing Prada, as did the nasty Meryl Streep character in the recent movie about wretched bosses.

It helps to be cool, too, whether joining company outings, sharing jokes, allowing dogs at work or simply listening.

The following are some of Milwaukee’s coolest bosses, each of whom exhibits a marvelous mix of business savvy, psychology, friendliness and just the right amount of care for workers without being intrusive or disingenuous.

Brian Bender, GMR Marketing

Brian Bender, vp of operations for the Events Group at GMR Marketing in New Berlin, is inclined to dress up on occasion, specifically for new employee orientations. "It promotes creativity," he says.

Bender has appeared in a black wig and tie-dye T-shirt when meeting with new hires, or as Elvis or Johnny Cash. "It plays off of the rock star idea (GMR was founded on music and entertainment). I’ve made my presentation to groups of new hires that way many times, groups ranging from four to 15 people. It works. It gets them excited about what we do."

Bender supervises 14 in the GMR Events Group, serving 80 to 85 national accounts. "Cool is contagious. If you model coolness, it spreads. I listen, a whole lot of bosses don’t listen."

"Cool is contagious. If you model coolness, it spreads."

Bender says listening is very important to matching individual skills to the vision of the company or project. "You have to listen to know what each individual is capable of, then match their skills to the goals at hand."

He also believes in giving awards for hard work and good results. For example, the firm has an employee appreciation program called the GMR Rock Star Award. Recipients are given cash to take their personal entourage out on the town. "We use the Work Hard/Play Harder model," Bender says.

He also credits a great corporate culture. "We have mixed young people with older people. We are eclectic," he says. "It creates a very real work environment that reflects the mix of society as a whole. The exchange of ideas and information between them is a benefit to our clients."

"Brian is forward thinking in everything he does," says Sara Prew, director of events. "I appreciate that he doesn’t have a hidden agenda. He challenges me every day that I’m here. He wants everyone to move forward career-wise, so he puts staff in positions where they can better themselves and their careers. It is never boring."

"This is truly a team environment," says Erica Kaponya, supervisor of events. "The word boss really doesn’t apply. Instead we aspire to be like him. Brian is the best boss I’ve ever had."

Tina Chang, SysLogic Inc.

Brookfield-based SysLogic Inc., an information systems consulting and development firm, was founded in 1995. Former owner Joseph Schultz’s first hire was Tina Chang. In 2001, Chang became company CEO, purchasing a majority of the firm’s stock. In 2005, she purchased 100 percent of the company and is now, at age 35, the chairman and chief executive officer. Also in that same year, Chang received the Governor’s Young Entrepreneur of the Year Technology Award. SysLogic has received the Metropolitan Milwaukee Association of Commerce’s Future 50 award in 2001, 2004 and 2005.

The firm now has 35 employees, with a wide mix of ethnicities and sexes, ranging in age from 26 to 51. Chang considers this potpourri of personalities a boon, both for her company and its clients. "My job is to make sure that the staff stays ahead of emerging technology so it can better serve the clients," Chang says. For her, a big part of the management process is helping her team solve problems by coming up with workable solutions. As such, she’s hands-on but not a micromanager. "I give them room to run," Chang says.

In addition, Chang serves on numerous boards, helps with fund-raisers and assists with special events. She considers such intense involvement as another important aspect of being a boss, showing it is necessary to give back to the community.

"I give them room to run."

Operations manager Michelle Finnegan was attracted to the "mom and pop" casual atmosphere at SysLogic where a worker doesn’t become lost in a system. "Tina is one of the most involved bosses I’ve ever encountered," Finnegan says. "She treats people in the best way possible. Tina is always available, able to respond in a positive manner without an emotional response. I’m impressed that she can be both boss and company owner."

Jeff Sherman, onmilwaukee.com

It’s more than a New Age computer thing as employees at onmilwaukee.com, Milwaukee’s Web-only magazine, view their Internet space as "forward-thinking" and "forward-looking." The office is where everyone puts work ahead of a dress code and staff agrees that management has created a livable environment.

Onmilwaukee.com was launched in 1998 on the East Side, starting with three staffers. It now has 14 full-time employees, with Jeff Sherman as company president who handles financials and related nitty-gritties, utilizing his Marquette business degree and MBA from Cardinal Stritch. Partner and co-boss Andy Tarnoff is in charge of design and editorial content. The two collaborate on all aspects of the company’s operations, Sherman says. "It’s a very collaborative workplace and we are doing great things because of our partnership and our team," he says. The staff is passionate about the city and it shows in the firm’s daily online product with its trendy mix of news, features and the inside Milwaukee scoop.

" … my boss just walked by barefoot and in shorts, kicking a beach ball."

Onmilwaukee.com personnel stress that the best boss gives them the flexibility to come up with ideas. They can also make their own mistakes, learn and then move on, which is sometimes tough for a manager to do. For Sherman, being an entrepreneur has been a baptism by fire, moved by faith that his management style would work because he trusts his people. "My parents definitely influenced me. My dad was a senior vice president at Goodwill for 30 years and I learned by observing his great sense of concern for those he worked with," he says. His mother was a nurse; all the resulting care and compassion she exhibited in her job influenced Sherman as well.

Managing editor Bobby Tanzillo has been at his job since July 2000, writing, editing, strategizing, interviewing and podcasting. "This is the first time I’ve managed to find a place that allows me to live like an adult and have a job that even a teenager might think was cool," Tanzillo says. The day he started, Tanzillo’s wife called and asked how it was going and he replied, "Well, my boss just walked by barefoot and in shorts, kicking a beach ball." 

Jason Marshall, logostick.com

Starting a worldwide online logo design firm takes certain managerial finesse, especially when working with techies in Argentina, Pakistan, Canada, New York, San Francisco and Minnesota. Not only were time variances to be considered, but cultural differences also needed to be taken into account by Jason Marshall, founder of logostick.com. His firm turned on its lights this past November after six months of startup slogging, utilizing a crackerjack international team that was vetted and tested for its skill sets. Today, there are a dozen full-time employees at Marshall’s Third Ward offices, ranging in age from 21 to 50, as well as contract workers around the world.

"At the end of the day, it’s all about people."

For Marshall, being a good manager means communication between all levels of a company. He learned this skill early on as vice president of marketing and corporate strategy for the Milwaukee-based Direct Supply, the nation’s leading provider of equipment and Web-based purchasing systems for the health care industry. He thanked his boss there, Bob Hillis, for being a great mentor, the earmark of being a good leader.

"At the end of the day, it’s all about people," Marshall says, "which is the same for the guy who runs the corner convenience store or GE." For his startup, he looked to hire workers with "brains, character and drive" and then turned them loose. "You must treat them like partners, let them know how much you value their input. Money is not always the biggest issue, it’s making everyone feel appreciated and having them feel that they can make a difference. If you can nail that down as a boss, you’ll do well," Marshall says. It also helps, he says, to be "lucky enough to have a brilliant wife" as a sounding board, citing Ashley, his significant other now going for her second degree, one in interior design at Mount Mary College.

Business analyst Ethan Koehler has been on board with Marshall since the first ideas about logostick.com jelled last July. "He was able to share his vision and was still collaborative," Koehler says. "While he is still ultimately accountable, he seeks opinions. That’s why he hired us." Koehler appreciates Marshall’s enthusiasm and drive, the ability to share his strategic vision with the logostick.com team and his flexiblity to change course when necessary. "With the right culture, even a major corporation can do that," Koehler says.

Johnathan Crawford, Data Dog Interactive Marketing

Mequon resident Johnathan Crawford heads his own firm, whose motto, "Fresh ideas delivered daily," sets the bar very high in terms of creativity. Data Dog’s core business is delivering ideas via e-mail. With a background in radio advertising, Crawford understands what it takes to establish a creative environment. "No. 1, you listen to staff and let them contribute, oftentimes letting them make the decision. I give ownership of various projects to each person. If they want my opinion or counsel I’ll give it to them, but they run with the ball. I give lots of freedom because we’re an ideas company."

According to Zina Harrington, operations specialist, "There is consultation with all the employees. Johnathan is very creative and he has all sorts of crazy ideas in his head, but sometimes the person who comes up with a headline is someone whom you would least expect, and I can’t believe that person came up with it."

"New employees are kind of freaked out that they can come in and tell the boss ‘I think you’re wrong.’"

"People speak their onions," Crawford says. "New employees are kind of freaked out that they can come in and tell the boss ‘I think you’re wrong.’"

"That’s what makes our brainstorming sessions so successful," says Tiffany Dahle, senior account manager. "We feel comfortable tossing out ideas. Johnathan gets out the whiteboard pen, drawing pictures to keep us going. He’s a very visual person, drawing both line diagrams and cartoons."

The Data Dog offices are cartoon-like as well. There are stuffed dogs populating the reception area, and the occasional real dog who is "visiting." Crawford allows dogs in the company digs, which are affectionately called the Dog House.

Crawford’s collection of radio-controlled toy army vehicles is occasionally pressed into service when ideas aren’t appearing. "During brain blocks we have taken the two huge Hummers out into the hall and raced them to let off steam," Harrington says.

"When I accepted my own creativity I began filling my environment with my toy collection, soldiers and tanks, bottles of 1973 TAB Cola, bobble heads here and there," Crawford says. "We have fun. If you can’t go to a job that’s fun and you’re passionate about, it’s not worth going to. I’m fortunate that I go to a job that I like. You have to create it."

Eric Clappier, ADX Creative Services

Eric Clappier is the "fearless leader," "the commandant" and "all-around nice guy" of 22-year-old ADX Creative Services. Clappier makes sure that his staff of 10, ranging in age from 21 to 43, is motivated, happy and working toward a common purpose of satisfying major clients such as the Metro Hotel, Cargill and Foremost Farms USA. He’s not a clock-watching stickler, trusting his people that they will complete their duties, meet deadlines and be on hand for the companies ADX serves.

"He’s relaxed but still professional."

Clappier is a strong advocate of an open-door policy, and workers come to Clappier with professional or even personal challenges. He knows everyone’s significant other and family through regular staff outings and just by asking what’s up. In addition, the firm has a 401K plan, health insurance, pays for parking, a year-end bonus plan and other important perks.

Personnel director/account manager Dawn Schwartz has been at ADX for a decade, appreciating the flexibility the company allows when family crises arise. "Eric is a genuine individual; he makes you feel like he cares. It’s more than just the bottom line," she says. "That’s kind of unique in this day and age for a small business. He’s relaxed but still professional."

Jennifer Ruetz, ADX art director for the past five years, commutes to Milwaukee from Racine. "Eric is involved in projects but is also willing to let you develop ideas. He understands people skills and is extremely easy to talk with," she says.

Clappier must be doing something right with his mix of creativity, personality and outreach. ADX has been able to retain many of his clients for a decade or more, a factor almost unheard of in the ad business.

Grace La and James Dallman, La Dallman Architects

The husband-and-wife team of Grace La and James Dallman has landed major design projects that are shaping the city skyline, including the Marsupial Bridge at the west end of Brady Street, the Kilbourn Tower complex and a conference center at Miller Brewing Co. The couple started the firm in 1999, moving to Milwaukee from Boston when La landed a teaching job in the UW-Milwaukee architectural school. Dallman, originally from Milwaukee, had met his future wife in college and they both went on to attend the Harvard Graduate School of Design.

… there are no shrinking violets around here."

La Dallman currently employs eight people, ranging in age from the mid-20s to the mid-30s, with Dallman himself being the "old-timer" at 43. Several of the staff have been La’s students. Dallman now is the company vice president and La is president, "although we never really use those terms," he laughs. Dallman admits to being a detail person, running the day-to-day operations of the firm, while La brings big-picture vision to the table in addition to full-time teaching at the university. They both agree that the mix of strengths works well. The couple has two sons, Seamus, 4, and Henry, 2.

They emphasize a team approach to finalizing their designs, working through a totally collaborative effort that usually involves all the staff. Their office complements that vision, consisting of open loft space in an old Third Ward building. Both La and Dallman consider such a concept important for the free flow of ideas and encourages challenging thought.

Designer Jonathan Goldstein doesn’t mind having two bosses. "When major design issues arise, everybody in the firm gathers around to work it all out. Both Grace and James welcome and expect interaction; there are no shrinking violets around here," he says. "They’ve asked a lot of me and given me responsibility. A good boss will trust and invest in everyone, just as they do," Goldstein says.

Kirk Juffer

Lake Bluff Elementary School

According to staff and acquaintances alike, Kirk Juffer, principal at the Shorewood school, is unconventional. Fourth grade teacher Rich Rosen likens Juffer to "a sly, nutty professor who doesn’t miss a detail. He’ll throw out ideas then wait for consensus. He knows when to let the staff make decisions."

"It hurts performance to live in a cookie-cutter environment," Juffer says. "People shouldn’t feel like parts in a system. I think a great boss understands who his people are and what they are about. I expect the best and give them enough room to do what they think is best."

Juffer encourages children to share their thoughts and feelings as well. "I wore a gumball ring in my nose today, to see how they would react. One child asked, ‘Aren’t you too old to do that?’ but there wasn’t a single kid who said it looked good. We strive to get the kids to be honest and say what they’re thinking."

Juffer caused a stir on Halloween by wearing a big hairy Chewbacca suit, but Rosen says, "On a scale of 1 to 10 the Chewbacca suit was about a 3." He’s been known to wear a skunk hat to an assembly or shave his head for a fund-raiser.