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Profit Sharing Day – As a parent, mentor, volunteer and education advocate, Jean Johnson has made the world—and SC Johnson—a better place.
At a company event in 2000, fourth-generation CEO Sam Johnson described his wife, Jean Johnson, as the source that held the family together. “He likes birds, rocks, animals, different words and children,” Sam said. “He is sensitive and considerate of others. He keeps his friendship. He is a great planner and a trusted advisor. In many ways, Jean proved to be the true conscience of this company. “
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It was a beautiful portrait of an amazing woman who was a central part of SC Johnson until her death in 2018.
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Jean and Sam Johnson were married for 50 years. Sam died in 2004 and Jean in 2018.
Imogene, known as “Jean”, met Sam Johnson in 1948 at Cornell University. He earned a degree in mathematics and was interested in astronomy, which became a lifelong passion.
Gene had a successful career as a mechanical engineering statistician at Ryan Aeronautical in San Diego, California. He was one of the first computer programmers and worked on the first direct flight at a time when computers were still unknown in business.
After she and Sam married in 1954 and moved to Racine, Wisconsin, Jean devoted her time to her family and to many volunteer and community service activities. He was very close to the company and the operations of the business, making him a valuable mentor to Sam and – when they were older – their children.
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Below: The Johnson family in Fortaleza, Brazil, after the end of the Carnauba campaign in 1998.
Although Gene’s ministry and philanthropy touched many lives, his greatest achievement was the Prairie School, which he co-founded in 1965 in Racine, Wisconsin.
Gene and his founder, Willie Hilpert, saw the need for a school where each student would have a love of learning and attention. They also place great importance on the diversity of the student body and the high standards of education that should promote individual success. More than fifty years later, Prairie School has emerged as one of the premier college preparatory schools in the United States.
Jean Johnson founded the Prairie School with the goal of bringing out the best in every child. More than 50 years later, this is still the case.
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Gene was also an avid nature lover and bird watcher. He has served on the boards of the Laboratory of Ornithology at Cornell University and the Adler Planetarium. Over the years, he has become an advocate for STEM education – math, engineering, science and technology – with a particular focus on the natural world.
The Cornell Lab of Ornithology at the Imogene Powers Johnson Center for Birds and Biodiversity, the International Crane Foundation and the River Bend Nature Center benefited from his philanthropic leadership.
It is my privilege to recognize my mother’s achievements… She has devoted herself to the advancement of education and science for decades. “
In 2017, SC Johnson named its entomology research center in Racine, Wisconsin, in Gene’s honor. Founded in 1957, the SC Johnson Institute of Insect Science for Family Health has grown to become one of the largest independent urban insect research centers in the world. There, researchers not only studied the scientific fields of insect biology, physiology, ecology, behavior and toxicology.
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“I am honored to recognize my mother’s accomplishments by naming the Racine Research Center after her,” Fisk said. He has been working for decades to advance education and science, especially in the Racine community.”
Here at the company, Jean has long been a part of events like our annual Share the Love celebration. We worshiped him as a married mother. He was famous for his fun, scientific giveaway that served as a prize for lucky entrants: dinosaur poop.
The scientific name is coprolite and it is actually a beautiful fossil and gift that expresses Gene’s love of science. But we think he also provided some scraps of entertainment.
At Prairie School’s 50th anniversary in 2014, Jean reflected on the school’s mission. He said, “A lot has changed over the years. The school has grown and developed in many ways. However, one thing has not changed – our goal: a place where children are encouraged to learn and can develop individually. A place full of young people who care about each other and make the world a better place.
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When she died in 2018, Fisk and her siblings wrote of Jean, “She was a remarkable woman, whose intelligence, humility, kindness and beauty were matched by her strength of character, boundless compassion and love of a lifetime of education” and highlighted. he had an education. She was a loving daughter and sister, devoted wife and mother, grandmother and great grandmother in the world.
As a parent, mentor, volunteer and education advocate, Jean Johnson has made the world—and SC Johnson—a better place. His devotion to family and others is his most precious legacy.
Quality Products Under Sam Johnson’s leadership, SC Johnson introduced successful brands such as Raid® Mosquito Repellent, Glade® Air Freshener and more. In the book, Jack explains how he built SRC, a mechanical remanufacturing company, to incredible success by using open book management principles and teaching all employees in the company how the business makes money. Finally, SRC takes ownership of the employees, giving every employee the opportunity to own the business From -1983, they have grown to more than 1200 employees in over 30 businesses and have created a business consulting company aptly named “Good Business Game”.
Most application designers and developers expect a fair amount of transparency from their employers, so some level of open-book management (OBM) is widely used in our industry. For a consulting firm, the dollars and cents of revenue and expenses are little more than the pay rates and expenses of its employees, so discussing business finances can be very revealing about business realities. One of the basic ideas behind OBM is that employees can directly link their efforts to the company’s success because they must be able to see how money is flowing into the business. This requires leadership to intentionally educate the entire team, and it needs to be done in a way that empowers and connects them to their daily work. Combined with a strong sense of purpose and a meaningful culture, businesses can increase employee engagement by disclosing financial matters to everyone.
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However, results can only be obtained by knowing the P&L on paper. It turns out that to really change behavior, people need to feel the impact not only in their daily work, but also in terms of their long-term career prospects and their pay. At Gaslight, the next obvious step on our path to GGOB was to create a company-wide profit sharing program. We have been talking about doing this for years, but for various reasons it never happened. GGOB describes several well-designed profit-sharing programs designed to guide individuals, workplaces, and leadership toward a multi-year, segmented goal. I believe that if we reach a higher level of organizational maturity, a program like the one presented in GCOB may be appropriate for us. But this year, we needed something easy to set up quickly. Our ownership team spent some time coming up with these general principles for our profit sharing program:
If we are to achieve our goal of making a simple system, this definition should read like the principles expressed in our system.
We have set our profit sharing rate at 10% of pre-tax operating income. It’s a start – something we can commit to for a long time but still have a lot of growth head. Once we’ve closed the books for about a month, we know right away the amount we should share with 10% of our monthly operating income. The reason we decided to use net operating income as a starting point is that profit sharing should be a function of our operations, not due to other non-operating income sources.
Monthly profit sharing distributions have a real impact on cash flow. Since cash is the lifeblood of any business, we need to make sure we can pay our profit sharing rates. We keep a continuous metric of our Cash+AR runway and make sure we are above the 90 day limit. If we don’t, the profits will not be shared and our money is spent instead of building runways.
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Similarly, it does not make sense to pay dividends if the company expects to lose money in the future
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