Leadership For A Material World
An ASM International Success Story

Surrounded by hundreds of acres of scenic woods and parkland, under a giant, transparent dome – constructed of lightweight aluminum pipe in shapes of hexagons – sits the world headquarters of the largest non-profit organization in the world dedicated to serving materials scientists and engineers.

Despite the futuristic setting, ASM International has set for itself some very real aspirations. “We will be better than Google, more reliable,” states Managing Director Stan Theobald, “and we will create exciting new products to serve our members and customers.” While the organization is currently growing and enjoying financial success, that was not always the case.

For years, ASM had struggled with a declining membership base, a mature product line and a traditional “but that’s the way we’ve always done it” culture that showed little sign of creating new revenue streams. Layoffs were an unfortunate part of the landscape as the society’s revenue slipped from a peak of $22 million to 12 million in 2002.

That year, after six years as chief financial officer for the Society of Automotive Engineers, Stan returned to ASM to take on the role of managing director. Under his leadership, ASM instituted a five-point plan based on strategic planning, business and market plans, project management and performance management – all built on the foundation of an entrepreneurial and confident staff culture – that has revolutionized the way ASM does business.

Shifting from a vertical, product-driven management approach to a horizontal, market-based approach allowed ASM staff associates the freedom to be more innovative and creative. The development of new products in new markets – away from the comfort zone of the traditional ASM – also fueled an infusion of highly talented staff associates who were identified through a comprehensive selection and hiring process. By building on its traditional markets and developing new products for emerging markets, ASM has set its sights on impressive goals for growth.

Product Growth Fuels Recruitment
The implementation of a New Products and Services Development process has been the key to boosting ASM’s revenue goals. As Debbie Porter, manager of events development states, “Eleven years ago most events dealt with traditional structural metals and the attendees were mostly an older group of engineers and scientists. Now, our events have opened up to deal with various materials such as shape memory alloys, high performance plastics and ceramics and to service various industries including the medical devices community and the industrial design markets.”

The spread to new markets and new materials has necessitated additional staff, and ASM is taking a strategic approach to recruiting in order to get the right people into the right positions.

While the recruitment process is lengthy, “it incorporates the vision and the culture of our organization,” according to Thom Passek, associate manager director. First, a potential candidate goes through an interview with human resources, then a team interview. After ASM staff share and discuss their opinions of the candidate in what is called a “meeting of the minds” caucus, the candidate then meets with Stan or Thom. Finally, the individual is given an assessment to identify their “quality of fit” with the ASM culture.

These steps allow ASM to evaluate each candidate carefully; however, candidates are also given the opportunity to thoroughly dissect ASM. Each viable applicant is presented with the ASM strategic plan, mission, vision and culture, as well as information on benefits, a job description, a tour of the facility and other information. While the process may be long, it has proven itself effective; ASM has added nearly two dozen individuals this year to their staff, which now numbers nearly 90 – “and once a job offer is made, we’re seldom turned down,” Thom said.

After a candidate is hired, the process of familiarizing him or her with ASM and its culture begins. A new staff associate is immediately immersed in the culture through a human resources orientation, tours, announcements, and a welcome lunch. Current staff are made aware of the new hire’s title, capacity, experience and education, as well as hobbies and interest areas. The ASM Lead Team also takes the new staff associate to lunch, “to get acquainted and to make them feel immediately like part of the team,” Thom added.

Reasons for joining ASM differ widely. For example, Laura Marshall, director of business development, came to ASM from an advertising agency and wanted, “a smaller organization where my contributions would make a big impact.” Thom, on the other hand, wanted “the challenge of turning the organization around and gaining the confidence of the board.”

Stan, Laura and Thom are indicative of a unique characteristic of the ASM staff: At Materials Park, a significant number of staff associates have left the society to follow other career opportunities -- and then come back. “Staff that leave will often e-mail their former ASM co-workers and will sometimes talk about their disappointment with their move,” Thom said. “Once ASM is in your blood – it’s in your blood.”

Staff Development: The Future of Growth
New products and services have not only allowed ASM to hire additional staff but also to develop and train the current staff.

To accelerate the use and success of project management at ASM, the society brought in Andy Hohman, senior product developer. During his six months on the job, more than half of the ASM staff were trained in management principles including project initiation, risk assessments, timeline management and set-up requirements. Afterward, Andy developed a plan to get ASM’s major new product projects on track and is now setting up new standards. He is currently transitioning out of this role and assuming new responsibilities that are more specific to new product development, providing an opportunity to evolve beyond his originally designated duties.

The experience was similar for Leslie Taylor, manager of ASM’s executive office. Leslie started with the organization 25 years ago as a production person for the magazine Advanced Materials & Processes, and worked her way up. She consistently attends training offered by ASM to improve various skills and has higher aspirations for her career with the society. She gratefully states, “ASM never held me back; whenever I needed training, I got it.”

In recent years, ASM has also modified its focus on objective and team-based competencies to account for new responsibilities. Staff associates are required to meet with their supervisors for weekly 15-minute meetings. ASM believes that these meetings allow staff to make adjustments in their current behavior, progress towards key goal achievements, document successes and allow them to see training and development opportunities. Even the managing director has weekly meetings with his management team. “The meetings have established an aura of greater understanding between supervisors and their teams,” Stan said.

The staff is expected and encouraged to contribute in a strategic manner. One example is provided by technology officer Bill Raley: “Information Technology usually never has strategic input at other organizations, but at ASM, the main IT person sits in on strategic meetings.” Bill also receives the freedom to evaluate, recommend and purchase various software and hardware.

Rego Giovanetti , communications officer, shares Bill’s opinion. He enjoys being employed at ASM because their membership always “challenges us to exceed expectations.” In his position, he gets to do a little bit of everything, communicating with staff, members and media via printed and electronic media. “As a not-for-profit that has a for-profit mentality, our staff is flexible. We move fast and we stay focused until the job gets done,” he explains.

Striving To Create A Great Workplace
The culture of ASM not only encourages the performance of an exceptional staff, it also creates a friendly, collegial environment that for many feels like a second family. This starts at the top with Stan, who as any ASM staff associate will tell you, is extremely passionate and dedicated. In Thom’s words, “Stan works hard and plays hard.” These qualities are appealing in a leader and enabled Stan to initiate ASM’s successful turnaround and culture shift.

The family-like culture is supported at ASM, not only by the staff, but also by the unique and dramatically designed facility itself.

The building is semi-circular, and throughout the building the use of metals and other materials is reinforced. On the outside of the building, the windows are covered with a stainless steel “sun shield”. Used to protect the building from the bright sun and to make interior temperatures more comfortable, the shield blocks the rays without obstructing the view. Other materials are infused into the building’s atmosphere, from stainless steel doors and a stainless steel hanging staircase, to copper brass staircase railings, a copper brass elevator frame and 360 degree glass offices that are even located on the same level with ground and provide the effect of sitting outdoors.

The building and the grounds serve several purposes for staff associates. The beauty of the surroundings is often used as a recruitment and retention tool. Several employees mentioned that they enjoy coming to work because of the facility and the atmosphere. The physical work environment also stands to reinforce the mission of the organization to benefit the materials community by knowledge, education, networking and professional development and to instill passion into the organizational culture. Finally, the glass offices, the building design and the three levels encourage interaction allowing individuals to communicate freely, thus promoting the family-like orientation.

Additionally, ASM hosts staff gatherings throughout the year. These include competitive rib cook-offs, softball games and even an event to celebrate the winning of the NorthCoast 99 award, where staff associates unveiled a large banner on the side of their building stating that their organization is one of the great workplaces for top talent in Northeast Ohio.

Putting It All Together
The success ASM has enjoyed is noticeable and, certainly, measurable. In the last four years alone, revenue has steadily increased to $15 million. Similarly, the turnover for the organization this year was only about 15 percent, where the industry standard is closer to 30 or 40 percent.

ASM is also growing in other ways. In November, a new ASM satellite office will open in downtown Cleveland, Ohio. “T his office will enable us to participate more effectively with those organizations that are driving artistic, technological and economic growth in Cleveland,” Stan said. The office will be green-friendly and will incorporate the use of bright colors, appealing textures and materials that convey the excitement of ASM’s world. “It’s a creative zone that’s open to be used by our entire staff,” Stan adds, and he believes that the uniqueness of the office will further enhance the staff’s appreciation for their organization and its mission.

The leadership, mission and vision of the organization are now reviewed at each all-staff meeting and are supported passionately by a growing staff. Recognizing the importance of having an engaged, dedicated, and talented staff, Stan adamantly states, “We will do everything we can to retain and attract the best staff associates.”

With that type of dedication, the desire to “out-Google Google” where materials knowledge is concerned, and of dramatically growing ASM’s membership (currently around 40,000) seems well within reach.

This story was compiled by ERC and is the property of ERC and the NorthCoast 99 program. Any reproduction or distribution of the information included in this report is prohibited without express written consent of ERC.