Conscious Choice Seattle: Working 9 to Alive

March 2006 | Feature Story

Working 9 to Alive

These Seattle businesses make the job fun—and show how work relationships can soar

By Heather Nordell

Many of us spend at least one-third of our lives at work, and it’s more like 40 to 50 percent of all waking hours during the entire week.

This typically translates to more time with co-workers than with significant others, families or friends. Work relationships can shape our lifestyles, sense of identity, happiness, fulfillment, attitudes and overall well-being.

But, how often do we experience authentic relationships at work? What helps foster workplace camaraderie? Three local businesses have provided insights for cultivating friendships and a cooperative work culture.

In the comfort zone

Two golden retrievers, Sadie and Ginger, greet you at the entry of Parsons Public Relations (www.parsonspr.com) on Phinney Ridge. The colors of its offices in a charming, cozy old house are inviting, and the furniture is comfortable.

“When people walk into our office they know what we are about,” says founder, Joanie Parsons. “When they see our website, they know who we are.”

The small, 14-year-old, all-women company is driven by its values. Everyone in the company shares them, as do their clients. They specialize in public relations for the green building and horticulture industries. So their work efforts are in sync with personal values.

What’s more, together the Parsons employees find ways to give back to their community through volunteer projects. Two years ago, they raised $60,000 for a sea turtle protection and education center in Costa Rica. They hold group dinners at FareStart food service training restaurant for homeless and disadvantaged men and women. Their next project is trail restoration.

“These profound experiences bond us with one another and create a sense of family,” says Parsons.

Parsons company employees, as individuals, have participated in community service work for a long. The Parsons Goodworks program allows them to work side-by-side with fellow co-workers, clients, families and community members.

“We are not just a business, we are part of a community,” says Pam Perry, who has been with the company for 12 of its 14-years.

The Parsons PR culture is cooperative and intentionally non-competitive. They pride themselves on a work environment that is caring, nurturing and compassionate. They never set out to be an all-women company (nor commit to staying so). What has been intentional however, is the goal of a harmonious workplace.

“Our values are a strong connector,” says Laura Vanderpool, a senior account manager. “But we also build in the time to knit the fabric that keeps us together.”

Parsons invests in this relationship-building time by holding quarterly retreats and weekly meetings. They celebrate successes, make time for fun and commit to each other’s healthy lifestyles.

Some examples: Parsons employees have participated in the Danskin Triathlon and account coordinators, Sonja Poland and Sarah Blanchard plan to climb and summit Mt. Rainier together next summer.

Wendy Abeel, who joined Parsons PR a year ago, was astounded by Parsons’ ability to attract clients based on its values and reputation.

“The work just walks in the door,” she says.

Beauty in life-long learning

Kay Hirai, founder of the Studio 904, ( www.studio904.com ) hair salons in Pioneer Square and Mercer Island, broke industry conventions with a pioneering business model. She wanted to create a work culture that was less competitive and more cooperative—one that would constantly inspire and enrich the lives of its employees, clients and community.

So Hirai stripped away commissions and tipping. She dispensed with managerial hierarchy and recruited a diverse workforce. During her 30 years in business, Hirai’s salons have won numerous awards including the National Minority Retail Firm of the Year, Governor’s Award, Better Business Bureau’s Business of the Year, and International Torch Award for Marketplace Ethics.

Studio 904 follows the Kaizen method (meaning life-long learning in Japanese) a proprietary, personal and professional development program. The six Kaizen levels set a framework for every employee to gain personal and professional mastery. Individuals chart their personal growth path at their own pace.

Lyndsey Arrowsmith, a Hirai employee, recently went through her first review. After 30 days, she received a detailed evaluation on her technical skills, leadership abilities, team-building efforts and customer service tendencies. The process is repeated as each employee moves to the next Kaisen level.

“The approach works with your own strengths and interests,” says stylist, Justin Born.

With a staff representing more than eight nationalities, communication and cooperation are key. All employees serve as a team member and a leader. Each person rotates between management committees—marketing, operations, education, scheduling, inventory and recruitment. Everyone helps make key business decisions.

“We are all interdependent,” offers, Human Resources Director, Tassie Christopher. “The way we work prevents ‘silos.’ ”

The company is committed to community service. Several Studio 904 stylists spoke about how much they enjoy giving haircuts to the children from First Place School, a service agency devoted to educating and nurturing homeless children. Many employees participate in other programs such as the Dragon Boat rowing race, a “Row for the Cure” event dedicated to raising money for cancer research.

Studio 904’s methods attract and retain employees. Bessy Lopez has been with the salon for seven years—six years longer than the industry standard. She says she joined Studio 904 because of its “community involvement and non-competitive approach.”

Rachel Nagamatsu, a fellow employee, agrees.

“Our approach made me look at my life and made me love what I do even more.”

Wheels of progress

Group Health Cooperative (www.ghc.org) practices what it preaches. It has become a champion employer for promoting healthy living through bicycling among its workers. Three years ago, the cooperative began sponsoring high-profile cycling events such as the month-long, citywide Group Health Commute Challenge and the 206-mile Seattle-To-Portland (STP) race.

Today, Group Health sponsors 25 cycling events a year. With more than 9,000 employees, the organization attracts participation from every level of the organization—including its CEO, Scott Armstrong. These programs have bonded veteran cyclists and attracted newbies to the sport.

“[Cycling] creates access to a healthier lifestyle and a sense of purpose,” explains Chris Varnes, an employee who appreciates what cycling has done for him and the company.

A jovial group of seven cyclists recently gathered around a table in the courtyard of the Group Health corporate office. They shared stories about how cycling has fostered camaraderie between them. Through playful banter it was clear that the cycling events made a significant difference in their work lives. While improving health, they have formed relationships with co-workers who in some cases they wouldn’t otherwise have even met.

For big events such as Seattle-to-Portland or STP ride, small teams train for months together.

“When you cycle, there is nothing else to do but talk to each other. We get to know each other quite well,” says Suzanne Gurr, who has been with the company for 12 years. “We spend a lot of time at work. Cycling together has made our time working together more enjoyable.”

The cycling programs have attracted a number of newcomers such as database administrator and five-year employee, Ann Myers. She started cycling through the Group Health Commute Challenge and found the support and mentoring from her colleagues invaluable for both her cycling and work relationships.

“We learn something about each other’s personal styles,” says Ann. “We see how people work together outside, which helps us to better understand them at work.”

The cycling events have not only bonded cyclists. They generate pride and team spirit concepts throughout the company. During STP, many Group Health employee volunteers come to rally and support the Group Health team. The miles that employees weather together have created intimacy rather than distance.

“It makes me proud to work here,” says John Wu, a 13-year employee. “I found people with a shared interest, which has bonded me more to the company.”

Heather Nordell writes the Green Lines column in the upfront Choice News section.

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