Charles Hammontree follows his instincts to lead growth Featured

8:25pm EDT April 30, 2011
Charles Hammontree follows his instincts to lead growth

Charles Hammontree believes in following his leadership instincts and giving his employees what they need to succeed. His instincts have been leading Hammontree & Associates Ltd., a civil engineering firm, for many years now. Through his experiences and his success, Hammontree, president and CEO, has helped the 51-employee firm continue its steady growth.

“As I mature in this position, my instincts seem to be paying off,” Hammontree says. “Part of it was seeing some opportunities that competitors didn’t see and delivering a service and expertise on a level that’s hard to match.”

The combination of his leadership instincts and his company’s ability to follow his lead and back up his plans with results has proven successful and led the firm to their best year yet in 2010.

Smart Business spoke with Hammontree about how to successfully grow your company.

What can a leader do to differentiate their business?

Don’t follow the crowd; follow your own instincts. Find out what the crowd or your competitors are doing and do something different or sometimes do the opposite. If they’re going after one market sector and they’re all competing and the odds are low that you’re going to make an impact, go to a different area and find another source for your services. Go where the probability is better that you’ll succeed.

How can a leader of a company help its staff be successful at their jobs?

You have to lead by example; you can’t just talk. You can’t just tell people what to do. You have to go in when something’s hard to do, and [employees] have to see that you’re willing to do what’s hard for the benefit of the firm and the group. You’ve got to be responsive to your team, and if there’s something that they need to succeed, you have to see that they get it. I like to give all my people the tools to succeed rather than have any excuses not to. My staff comes to me with recommendations and my philosophy is to say yes and give them what they ask for more so than to say no. I trust them and put the onus on them to deliver with what they think they need to succeed, and more times than not, that pays off and we get a return on those investments.

What are ways to grow a business once it is doing well?

If I have a section or a sector of business that’s doing well, I like to use our resources to reinvest into that sector and make it even stronger. I will invest some resources in less profitable sectors but not the lion’s share. You don’t want to use your resources to invest in something that’s less likely to have an immediate or even a long-term return on that investment. What you’re doing well in, you should keep doing and keep investing in and play on that strength. Focus on what you do well and invest in that and do more of it and do it even better and expand on it rather than trying to beat the dead horse with something that’s struggling.

How can a business plan for growth and new possibilities?

As the CEO you have the overall picture. You have to bring your team members together who have different parts of a solution to a new offering. You have to build confidence in the staff that they can deliver and approach that market. It’s about networking your own team members and having the overall picture. You have to think about bringing in good capable people who like to work and like the work that you have for them to do. If you can get those two ingredients, that’s a good formula for success.

How can a CEO keep in touch with employees as the company grows?

Let them know you’re involved and part of the team. Keep in contact with your staff. It’s all one family and you’re all part of the same team. You have to be visible and you have to have an open-door policy. You can say it and you can encourage it, but I think the average staff member is still a little intimidated. They don’t want to fall in disfavor with the CEO or the boss. You have to let them know that you’re there to make them happy. Even if they can’t physically walk through your door they’ve got to know they can call you anytime or e-mail you and you’ll be responsive to them. Just like a project manager has to be responsive to his customer, a CEO has to be responsive to his staff.

HOW TO REACH: Hammontree & Associates Ltd., (330) 499-8817 or www.hammontree-engineers.com