Balancing a 2-year-old and an 8-month-old: "I leave work now at 3 o'clock exactly, where I used to work until 6:30 or 7 every day. And I love my job. I don't have a husband. I don't have any other family. I love what I do. I say, 'If you cut open my veins, there would be little Volvos driving instead of blood.' "
Staying power: "Our service manager has been there 38 years. His son works there. We have brothers in the shop who have been there 15, 18 years. Our buyer, our used car manager has been there 17 years. I'll be 63 this month and there's a man in our parts department who has known me since I was 16. So people typically come and they stay. But we try to empower all of the people to make decisions. And we work for the person who's coming in the door. Nobody works for me. We work for that person who provides us a living."
Advice for other bosses: "Empower people. Empower subordinates and have a team effort. I think, also, to hire people who have a good soul. I always say I can teach a person a skill [but] I can't teach them to be a good person, to have a good soul. And I read an article recently that says to fire quickly. If you know that somebody is not doing their job after training and meeting and all of that, maybe it's time to get a divorce."
Title: Associate executive director of Artman Lutheran Home, Ambler, which provides short-term rehabilitation, nursing and hospice care.
Length of service: 24 years
About her: "I started out there part-time when my kids were little. I eventually went full-time to various positions and then went for my nursing and administrator's license. . . .I became the executive director about two years ago."
Management style: "I'm a huge team player. We work in teams a lot. I'm not a micromanager. Personally, I have more difficulty with someone who wants to be micromanaged. I'm not good with that at all."
Advice for other bosses: "Be fair is what I know I've heard staff say. Be fair. They understand that there are going to be some decisions that are made that they don't particularly like, but as long as there are reasons behind it and you're fair listening to people, you have to."
Title: executive director, KenCrest Services, Plymouth Meeting, which provides services to people with intellectual and developmental disabilities as well as autism.
About him: "I started at KenCrest almost 30 years ago this February as a psychologist and I became the clinical director at our River Crest site. Over the years, I've picked up other titles, moved to different places within KenCrest, and became the director of youth and adult services until about 21/2 years ago when I became executive director."
Management style: "A lot of my background professionally is group process. So I am very engaging to people. I'm always the one saying, 'The more, the merrier.' Because there are many times when people say, 'Well, who should we have at this meeting?' And I'm the one to say, 'Everybody.' And I do believe that."
Advice for other bosses: "Trust that people have everybody's best intentions in mind. . .trust in the goodness of employees. When you do that, when you come across that way, people respond."