Cleveland may not seem like a city that comes to mind as a banking center in the United States, but nearly 100 years ago, Cleveland was awarded one of the 12 regional reserve banks that make up the Federal Reserve System.
So how was Cleveland chosen as a Federal Reserve Bank city? In 1914, a well-organized campaign led by a group of Cleveland businessmen, financiers and politicians was instrumental in the decision to locate the Fourth District headquarters in Cleveland.
A Federal Reserve Organizing Committee was established under the Federal Reserve Act legislation, says Mark Sniderman, chief policy officer, Federal Reserve Bank of Cleveland.
“Members were appointed and they were charged with determining which cities around the country should be the headquarters for these reserve banks,” he says.
“Cities were invited to apply, so the business and banking communities in the cities that were interested got together and outlined what their resources and strengths were.”
The Fourth Federal Reserve District comprises Ohio, western Pennsylvania, eastern Kentucky and the northern panhandle of West Virginia.
“The reason for the boundaries of Cleveland’s district was due to the fact that it was steel and coal country,” Sniderman says. “It was an economic cycle in this part of the country that was driven by heavy industry.
“When cities were bidding to become headquarter cities, they were thinking about themselves as the center of an economic region of the country that had its own need for credit depending on what was driving those economic cycles.”
The other 11 banks that make up the Fed are Boston, New York, Philadelphia, Richmond, Atlanta, Chicago, St. Louis, Minneapolis, Kansas City, Mo., Dallas and San Francisco.
“From a reputation point of view, getting a Federal Reserve Bank in Cleveland elevated the stature of the city … and would be a validation that Cleveland was a major league city in the financial world,” Sniderman says.
At the time the Cleveland Federal Reserve was built, it held total assets of $613.7 million, making it the third largest of the 12 district banks. Today, the bank has assets of some $79 billion, making it the ninth largest by assets.
The Cleveland Federal Reserve location quickly outgrew its original building and in 1921 construction started on a new headquarters for the bank. Two years and $8.25 million later, the bank was completed in August 1923 at the corner of Superior Avenue and East Sixth Street. The 13-story building is a modern adaptation of an Italian Renaissance palazzo, or fortress palace.
When the new Federal Reserve Bank of Cleveland opened to the public, an estimated 40,000 visitors passed through. In 2012, about 10,000 people visited the Cleveland Reserve Bank. That includes individuals who were part of a bank tour and individuals who visited its Learning Center and Money Museum.
While free tours are given in the building today and security measures are aided by technology, back when the building was first established they didn’t have those luxuries and were worried about robberies.
“In the days when the building was built, they were worried about mobsters like the Dillinger Gang breaking in with machine guns and things like that,” Sniderman says.
As a result, steps were taken to provide as much security as possible. The original vault is housed in its own building and was constructed before and completely separate from the main bank because of its size.
The concrete walls are 6½ feet thick, reinforced throughout with an intricate, interlaced type of fabricated steel. The vault door is 5 feet thick and has a 47-ton, 19-foot-high hinge. Yet, despite its 100-ton weight, the door is so precisely balanced that one person can swing it closed.
Today, much of the purpose for the Federal Reserve System remains the same with obvious changes in technology and banking advancements forcing some adaptations.
“What’s happened over time is technology has changed some of the ways we do business,” Sniderman says. “Banks and financial entities have become more complicated. They deal in a much wider range of products. They interact in so many kinds of financial markets that supervising banks has become a more sophisticated endeavor.”
Today, the Federal Reserve Bank of Cleveland supervises 35 state member banks and 285 bank holding companies, financial holding companies and savings and loan holding companies.
How to reach: Federal Reserve Bank of Cleveland, (216) 579-2000 or www.clevelandfed.org
With demand robust and capital chasing deals, the market is primed for increased M&A activity. Through the April year-to-date period, deal value is ahead of last year’s pace by more than 20 percent, despite a seasonal lull in deal flow. While pending tax changes had the effect to pull more sellers into 2012, contributing to a softer first quarter, the drivers are present to support a healthy transaction environment.
For sellers, it’s a better sales environment today than all of last year. Quality companies are commanding the time and attention of buyers. With fewer differentiated businesses in a less than robust M&A market, valuations for those assets are high. Competition is pushing up purchase multiples, driving a seller’s market for the best companies.
It is a borrower’s market for companies on the hunt for acquisitions. Interest rates are at record lows, and lenders are aggressively supporting acquisition financing. Buyers are able to secure more favorable pricing and flexible terms as lenders compete for new M&A opportunities.
To create value and boost the topline in the slow growth environment, companies will need to make acquisitions. Company financial performance has improved and rising purchase multiples should propel more exit activity.
International Business Machines Corp. acquired Cleveland-based Starbelly Productions Inc. (dba UrbanCode). UrbanCode automates the delivery of software, helping businesses quickly release and update mobile, social, big data, and cloud applications.
Timken Co. completed its fourth acquisition this year with the purchase of Smith Services Inc. Based in Princeton, W. Va., Smith provides electric motor repair and field technical services in a wide variety of markets including power generation, petrochemical, paper, steel, nuclear, and mining. The acquisition will expand Timken’s industrial services capabilities.
TransDigm Group Inc. acquired Aerosonic Corp. (AIM). The Clearwater, Fla.-based company is a manufacturer and marketer of aircraft instrumentation and sensor systems worldwide.
Cleveland- based Evolution Capital acquired new platform AXIOM Sales Force Development. The Richardson, Texas-based company provides sales coaching and integrated software solutions and implementation services. The Riverside Co. added on with the purchase of TerraSim of Pittsburgh, a terrain-generation software provider. The transaction represents the first tuck-in acquisition for Bohemia Interactive Simulations, which received development capital from the Cleveland-based sponsor in January 2013. Bohemia is based in Australia and provides simulation technologies for military and civilian organizations.
Deal of the Month
Measurement Specialties Inc. (MEAS) acquired Akron-based Spectrum Sensors and Controls from API Technologies Corp. (ATNY) in a $51.4 million transaction. Spectrum manufactures custom temperature probes, high reliability encoders and inertial sensors. The company was formed through the acquisitions of Advanced Thermal Products, a producer of HVAC and refrigeration temperature probes and assemblies, JDK Controls, a manufacturer of high-reliability encoders for aerospace and military applications, and Summit Instruments, a supplier of inertial test systems for aerospace and military markets. Spectrum is the third acquisition for MEAS in the last 12 months.
Andrew Petryk is managing director and principal of Brown Gibbons Lang & Co. LLC, an investment bank serving the middle market. Contact him at (216) 920-6613 or firstname.lastname@example.org
The view from Beth Mooney’s office on the 56th floor of Key Tower in downtown Cleveland overlooks Cleveland Browns Stadium, the Rock and Roll Hall of Fame and Museum, Jacobs Pavilion and the Lake Erie shore — attractions that are part of what makes Cleveland special and reasons why Mooney loves this city and is proud that KeyCorp can call it home.
Mooney, chairman and CEO of KeyCorp, one of the nation’s largest bank-based financial services companies, with assets of approximately $87 billion and more than 15,000 employees, came to Cleveland in 2006 to lead the bank’s more than 1,000 branches. Her appointment to the CEO role in 2010 was a historic one since the move made her the first woman CEO of a top-20 U.S. bank. The announcement received national attention.
“I knew it was significant, and it wasn’t lost on me particularly from when I started in banking in 1978,” Mooney says. “It wasn’t lost on me that within a generation how transformational that was for our industry and within Key how significant it was, but it came with a degree of notoriety that I don’t think I saw coming. The world kind of took pause and noticed that banking, an industry that has long been heavily dominated by men at the top, promoted its first woman.”
While the move created big buzz, Mooney had to quickly focus on the job at hand since KeyCorp had been struggling to make a profit the previous few quarters coming out of the recession. One of the reasons she won the CEO role was her knack for developing and driving a strategy and her ability to get people to follow her. The company needed a new approach, and Mooney was ready to answer the call.
“Part of the process with the board when they selected me was to challenge me with what would be our strategy,” Mooney says. “How would Key differentiate itself? How will you make a competitive advantage? How will you know you’re winning with clients? There was a lot of dialogue around strategic vision. We just really need to stay the course, be rigorous, execute the strategy with focus and discipline and I needed to position us for that journey, reaffirm our strategic message to our employees, to our investors and find a way to capture that and bring people with us.”
Here’s how Mooney is focusing on building better relationships, providing great customer service and making sure her legacy as the first woman CEO of a top-20 U.S. bank leaves a positive and memorable mark.
Believe in your abilities
When Mooney started her career in banking, she didn’t think she would one day become a bank CEO. However, as she developed her skills and grew in the industry, she began realizing that the top spot could be within her grasp. She consciously sought opportunities in her career that would keep pushing her further.
“I was in it because I didn’t know that I would ever truly be a CEO, but that I wanted to go as far as my ambitions would take me,” she says. “I’ve made a lot of choices in my career and taken jobs, challenges and moves and very diverse opportunities in order to build what I call the best tool kit I could personally have and try to balance that with how far my abilities would take me.”
Throughout Mooney’s career, she has identified working well in a team environment, bringing out the best in others and accepting constructive criticism as some of the most important skills to have.
“One of the most critical skill sets is the ability to be effective in a team and work within environments where it’s groups of people solving problems, creating opportunities and driving business success that you have to think of yourself as a successful participant in a team and be able to exert pure leadership,” she says.
“As you get the opportunity to lead and get increasing responsibility, don’t lead with your differences; lead in a way where you bring out the best in others. You’re known for being a problem solver. You’re known to be somebody who is encouraging, coaching, mentoring, yet disciplined and delivers results.”
In Mooney’s career, there have been many role models and people who have mentored, coached and helped her get to this level.
“I have had a lot of bosses, both men and women, over the years who have invested in giving me opportunities — the stretch assignment, the difficult assignment because they believed I had a lot of capability,” Mooney says. “I tell people to take a tough job or take an assignment that’s outside your comfort zone so people can see you in a different light and realize that you’re scalable, nimble and can adapt to new situations. Never stop investing in your own abilities and your own learning.
“One of the things I’ve always said in interviews in my life whenever I was being considered for another opportunity … is I will always take the chance on my own abilities. If you give me this opportunity, I won’t disappoint you. Then work really hard to make good on that.”
Mooney says she is in her dream job, and as the company’s first female CEO she wants to make KeyCorp the best company she can.
“I want to do this well because I would like my legacy to be that this was a successful time for Key, for its clients, its communities, its employees, its shareholders — that it was transformational to our industry at a point in time and that it was a headline,” she says. “Hopefully by the time I’m done, it’s a footnote because there will be others who have risen to this level. Whenever you get that recognition and the spotlight is turned on you, I think it needs to bring out the best in you and that’s how I’ve internalized it as an extra obligation to do what’s already an important job well.”
Build better relationships
Mooney’s first steps to get KeyCorp back on track were to understand what would return the bank to profitability. She started with a focus on the company’s clients and consumers and sought to understand what they wanted from their bank.
“From a challenge point of view, what we were doing is still unique within the industry, which is a real firm focus on being very targeted about your clients and being disciplined about doing business with people that you had relationships with,” Mooney says.
“So staying very focused on our value propositions we’re going to build relationships, we’re going to do it in very targeted ways with clients who we know and appreciate our capabilities. We’re going to be clear about giving advice and solutions and not be product-pushers, and at the end of the day we have to give great service. So it was a little of back-to-basics, but with a whole new level of accountability and rigor.”
The best example of how Key showed its loyalty to its customers was when the Durbin Amendment was put in place in 2011. The legislation, which was part of the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010, limited what banks could charge for debit card activity.
“It took a huge stream of revenue out of the banking industry,” she says. “In our case, it was $60 million in revenue that went away. The last time I checked that was real money. The different banks started talking about no longer being able to offer rewards programs along with your debit card and were probably going to have to charge a fee. So you had to make your plans for what you were going to do because it was a significant revenue difference.”
The company stepped back and ultimately came to the conclusion that it should ask its customers how they felt.
“We have been building this notion of listening to our clients, being insight driven, i.e. what do they want and need?” Mooney says. “What do they value and what will they pay for? When we [asked our clients] what we heard was don’t nickel and dime us. They feel that adding a fee was nickel and diming. What they wanted was for people to recognize and value that they have a relationship with us, and if we have a relationship that should be meaningful to the bank.”
Key decided to reorient its products around the notion of relationship building. The bank not only didn’t pull its rewards program, but expanded it, which was the opposite of what other banks ended up doing. It even landed KeyBank on the “ABC Nightly News.”
“When [ABC] listed the banks that weren’t charging their customers’ fees, Key was prominently displayed, and I got a sound bite where I said, ‘We asked our clients. They didn’t want to be nickeled and dimed. They wanted to be valued, and we went for reinforcing ‘Bring us your relationship and we will reward you’ versus going the fee route.’” Mooney says.
“That is value-spaced, relationship-based and that is a commitment to an extraordinary service. That is trying to find solutions that fit the needs of your clients and positioning yourself to be different in the market. I look at that as one of those examples that you can point to that says something is different at Key.”
In order to differentiate your business from others in your industry you have to be able to use your relationships to your advantage.
“I would start with the basic premise that the more you can understand about what your client wants, needs, values or what will differentiate you is an incredibly powerful strategy,” she says.
“The power of unleashing the ability to take that which you provide and build it, package it and deliver it in a way that really resonates with what your client wants, to me, is probably the only truly valid growth strategy over time.
“To the extent that you believe that you can build something — if you build it they will buy it — is a lost strategy these days because we’ve come to an age where choice and knowledge about choices, the rapidity of change and the ability to switch has probably never been higher.
“Retaining loyalty and building relationships takes a different value proposition and takes different work. It has to be rooted in what your clients want and need and finding proactive, robust ways where you find those outlets to listen and understand is a linchpin of a successful strategy.”
Form a strategy
The strategy of relationship building and customer service initiatives at KeyCorp go back to before the recession hit. However, as the recession increased pressure on the banking industry, those strategies gained importance.
“Even before the downturn we stepped back and said, ‘What are the things we want to be known for?’” Mooney says. “This goes back to 2007 and we said, ‘We better get really, really good at customer service because at the end of the day nobody truly stays loyal to a product, nobody really stays loyal to a location, a brand; they stay loyal to people and they stay loyal to how you make them feel.’”
KeyCorp looked outside the industry at how others were delivering service in order to better grasp how the company should move forward.
“We looked to Lexus and Ritz-Carlton and really calibrated how we trained our people, what we asked them to do and how we measured them,” she says. “We put in customer satisfaction surveys and all sorts of things to ask what sort of experience you received. You need to teach your people this is what service looks like, and this is how it feels to the client and then you call the client and ask them did they indeed experience you that way.”
Through that kind of training and initiative, KeyCorp got its customer satisfaction levels up to what most community banks experience.
“In the last two years, the slope of that line has accelerated to the point where the Holy Grail in service has always been the local community bank,” she says. “We’re right at the level of the service that community banks have give,n and we’ve really gapped out from our competitors.”
“You’ve got to decide what it is people want. Learn from the best in the industry, not just your business. Create a way to train people to it. Test that it’s happening and then recognize and reward so it becomes a virtuous cycle within your company to make giving great service part of how people get up.”
For any strategy to be effective, there are a few critical factors that you need to make sure you do.
“For a good strategy to be great, there is only one way and that has to be the consistency of execution of the strategy,” Mooney says. “First, you have to start with clarity of the strategy to the people who have to implement it. Your employees have to understand clearly what your strategy is. What’s your strategy and how are you going to differentiate? How are you going to compete and what does winning look like?
“Secondarily, it’s the consistency with which you execute that strategy over time and that your ability to focus on execution is done with rigor and accountability. Then make appropriate course adjustments, but do so with consistency.
“I don’t think there has ever been a great strategy that wasn’t executed over time with rigor, with accountability, with clarity, with buy-in, with recognition, with reward that is meaningful to the client. This whole notion of ‘It’s a journey, not a destination’ that you have to stay with it over time and people need to understand it and believe that it’s real and get up and know what’s expected of them and do it over and over and over again, to me, it’s that clarity and consistency and the disciplined, focused execution that makes a difference.”
The course of implementing a strategy takes a lot of hard work by everyone involved, but the CEO has to play the most crucial role.
“The trajectory, the pace, the rapidity and the tone and feel of [a strategy] is uniquely a CEOs role to help shape that, to help give it a face and something that your employees can follow, your clients can understand and your communities can appreciate,” she says. “Then ultimately create the shareholder value from those strategies that will make it rewarding for them to invest in your company. It’s kind of unique being the bearer of it as well as the driver of the strategy.”
No matter how good a strategy sounds or how good it looks on paper, it will not succeed unless you get buy-in from your employees who have to ultimately be the ones who do the work.
“The first cornerstone for how do you get followership in a strategy has to be the simplicity of the message, the consistency of the message and you can’t communicate enough,” Mooney says. “Every chance I get it’s here’s who we are, here’s how we compete, here’s how we’re going to be different in the marketplace, here’s how you help us win. It’s consistency of messaging. Then what I hope I do effectively is, ‘I hope I’m very authentic. I’m very genuine. I’m very down-to-earth, and I put things in terms people can understand and can see themselves as part of.’
“So there is this constant, clear messaging and consistency of communication that you have to get protocols and rigor around where the content is compelling and understandable and you see yourself in that strategy.”
Another way to get people to follow you is to truly show your company how much you care about its well-being and success.
“I think the other thing that is unique to my style is that people know I’m passionate and I believe in what we’re doing,” she says. “I value our employees. I believe in our clients and our community. I’m committed to our shareholders, and I think there’s a bit of a rising tide in the messaging that people want to go with that.
“It becomes something that they can rally around. The rigor around making sure those messages are done continuously and reinforced doesn’t happen by chance. There is a whole protocol and operationalizing of that messaging to make sure that it is not just ad hoc, that it is indeed consistent, clear and inspiring.”
Today, KeyCorp is continuing to leverage its relationships and devotion to customer service. Since the downturn, the company has reported eight straight quarters of profitability, and it has further plans to keep growing.
“The cover of our annual report captures it well; it says, ‘Strong, Focused and Building Momentum,’” Mooney says. “I feel like with eight straight quarters of profitability Key is solidly back to profitability and that what we need to do as a company from here is to build on our momentum and the sources of where we’ve been able to grow our business and return to profitability – and just be relentless around doing so.”
To ensure the continued success of your business, you need to not only focus on relationships and service, but on new opportunities as well.
“You need to do both grow your core and do the things you do well as well as seek to always do new things that are additive to your business model, but with a keen sense of prioritization,” Mooney says.
“If you try to do everything, you do nothing well. You have to be disciplined in what you prioritize, ‘planful’ in what you choose to execute, and then rigorous in how you measure and hold people accountable for what you’re doing. Those three stages of attributes need to be part of a constant vigilance making sure you answer those three questions and then it becomes a virtuous loop.”
- Never stop investing in yourself.
- Build relationships and leverage them to succeed.
- Use strategy to deliver a consistent, clear message.
Learn more about KeyCorp at:
How to reach: KeyCorp, (216) 689-5580 or www.key.com
It is always difficult to find the right employees, not only people with technical skills but with other traits that will ensure long-term success for your organization.
Finding the right culture “fit” in terms of character and personality traits begins with the creation of the job requirements, preliminary candidate screening and the interview process. Preparation is critical before the interview to develop a series of questions designed to reveal the key traits desired of an employee.
At Clark-Reliance, our first hiring objective is to find candidates with superior technical qualifications and skills necessary to perform the tasks of a particular position. However, a candidate must also have the personal qualifications and skills to thrive in our corporate culture.
Identifying the major character traits that allow employees to fit comfortably into your organization and excel in their work allows you to create the appropriate interview questions. At Clark-Reliance, we have identified four major character traits necessary for an employee to have so that he or she will fit into our culture.
Self-awareness and personal accountability
Our goal is to find employees who have the ability to analyze and critique themselves. We want people to take accountability for their actions and success.
We want to find employees who are constantly seeking to sharpen their skills, which means either developing skills further or seeking skills they do not currently possess.
Simply stated, we want employees who have passion for their job and for our company.
We want employees who are willing to speak their mind as well as listen to other’s thoughts and ideas. A collaborative environment makes all employees invested in the development of the company.
In order to identify these traits in potential employees you should use behavioral type questions like the ones below:
- What are three accomplishments or significant successes that you identify with and take great pride?
- What would your present or former boss say about you? What would he or she have liked to see you do differently?
- Can you tell me about a mistake you made, either work or personal, that taught you a significant lesson?
- Where have you sought to improve yourself over the last three months?
- How would a co-worker describe you?
- What personal needs do you think this position will satisfy?
- What has been your toughest job? How did you handle this job?
- Has a job ever conflicted with your thoughts of what is right or wrong? If so, how did you handle it?
- What work situations irritate you or make you angry?
- If you were involved in a heated discussion with a fellow co-worker, would you be more comfortable in the role of the peacemaker or decision-maker? Why?
- Have you taken the initiative to handle something that is technically out of your area of responsibility? Why did you choose to handle the situation that way?
- How do you deal with your boss when he or she overrides a major decision that you have made?
Matthew P. Figgie is chairman of Clark-Reliance, a global, multi-divisional manufacturing company with sales in more than 80 countries, serving the power generation petroleum, refining and chemical processing industries. He is also chairman of Figgie Capital and the Figgie Foundation, a member of the University Hospitals Board of Directors, corporate cochairman for the 2013 Five Star Sensation and chairman of the National Kidney Walk.
Rick Solon is president and CEO of Clark-Reliance and has more than 35 years of experience in manufacturing and operating companies. He is also the chairman of the National Kidney Foundation Golf Outing.
Brennan Mulcahy likes to keep it both simple and smart when he thinks about his growth strategy at American Solar Direct.
“It’s about providing high-quality, photovoltaic rooftop solar systems for residential customers in California,” says Mulcahy, the company’s co-founder, chairman and CEO.
“That’s it. So we’re focused clearly on that. There is a lot of opportunity for our business in other states and other jurisdictions, but we’re very focused on getting that part of our business right. I’ve seen too many companies try to be everything to everybody.”
The measured approach that Mulcahy takes toward growth at his 170-employee company is an effort to get it right the first time and prevent unnecessary mistakes.
He wants to get the right people in place, build a strong culture of empowerment and have an operational process that everyone understands. That way, when the business does take off, there will be far less uncertainty about what needs to happen.
“You’ve got to grow in a prudent manner,” Mulcahy says. “Companies that try to do too much, too fast risk destabilizing the business. So it’s finding a balance between high growth and controlled growth. We strive for high growth, but we also want to achieve controlled growth so that we’re managing the business and our resources responsibly.”
Develop your team
As you seek to prepare your company for a higher volume of business, you need to take a good, hard look at the team you’ve got in place and see how it matches up with your vision and company goals.
“You need to take a formulated approach so you understand not only where your weaknesses are in the organization, but also your opportunities,” Mulcahy says. “Identify those high-performers who are likely going to advance in their career.”
Mulcahy holds a weekly executive committee meeting where his department heads talk about the strengths and weaknesses of the organization from many points of view, including personnel.
“We look at how we’re performing across the organization on a regular basis,” Mulcahy says. “You have to identify, as you’re growing, the key positions you are going to want to fill six months, 12 months, even two years down the road. You can’t just go out and hire everybody you want on day one. So we work together to create that prioritization based on what we need in order to hit the goals and objectives of the organization.”
You need to keep your team engaged in this discussion so that everybody is moving forward with the same information and the same goals in mind.
“You work together to set those goals and everybody on your executive team has bought in to them,” Mulcahy says. “You want to create an environment that allows them to contribute and feel that they really can contribute meaningfully.”
One of Mulcahy’s priorities with regard to personnel decisions is to see if a need can be filled internally. Just as you want your leadership team to feel part of the high-level decisions, you want your employees to feel connected to the growth plan at their level.
“I’m a big believer in growing organically and offering opportunity for advancement in the organization to the extent that you can,” Mulcahy says.
Keep the makeup of your company’s work force in mind on a regular basis and think about how the players could be moved as your company grows.
“Identify who your superstars are, those folks who are going to advance in their career in the short term,” Mulcahy says. “Understand each department and who you have coming up in that department. The way I look at it is very formulated. I look at each department and who the critical senior positions are and then I look at who in the organization is below that could fill it at some point. Who may need additional training or support to continue to advance? Where do you have gaps in the organization?”
When you have a clear understanding of what you’ve got, you’ll be able to make smarter decisions when you have to reach outside your own walls to make new hires.
Be a good listener
As you build your talent level or do a better job of maximizing the talent you already have, you have to make sure you keep your ears open to the ideas your people bring to the table.
“You have to listen to people,” Mulcahy says. “That is something that is hard for a lot of leaders who have their idea and just do it. If you bring high-performing people onto your team, you have to listen to their ideas. You may not always agree with them, but you have to listen and weigh and consider their perspective. Engage as a team and allow people to feel comfortable challenging and debating ideas.”
This kind of engagement makes people feel like they are part of the plan to make the business grow. It also gives them comfort that there is a plan and that the work they are doing is building toward bigger goals.
“If you respect peoples’ perspective and you respect their point of view, you make them feel valued,” Mulcahy says. “Then as a team, you come together and draw conclusions. At the end of the day, once you’ve had the discussion and the debate, it’s important that everybody gets on the same page to execute a decision. But again, you have to allow for that opportunity to be heard.”
It starts with you. If you openly demonstrate that you value the perspective of the people on your leadership team, they will be more likely to do the same with their direct reports. The result is a group of people that don’t just view your business as the place where they come to work and collect a paycheck.
“I want to have a culture at American Solar Direct where people feel like they helped build it, not just that they work there,” Mulcahy says.
This willingness to listen and consider other opinions is another opportunity for you to show that you want the company to be successful, but you want it to be done the right way.
“It’s a culture you have to embed in the organization,” Mulcahy says. “It’s not a process, not a policy you put up where you say we’re going to listen to our employees. It’s something you actually do and you start by doing it.”
Build customer relationships
Relationships are a key component of any organization, whether it’s between fellow employees, employees and management or a company and its customers.
“For our business, it’s not a one-stop sale,” Mulcahy says. “You can’t walk in, drop off the product and take a check. When we enter into a relationship with a customer, it’s a 20-year relationship because we lease them the solar equipment for 20 years.”
Customers make monthly payments for the equipment that allows solar energy to power their homes. In return, they expect responsive service if anything goes wrong.
“So when they visit for the first time and give them that presentation, it’s not just a quick in and out, see ya later,” Mulcahy says. “We have to come back and inspect the roof. We’re going to send installation teams in and put that system up on the roof. We’re going to have a long-term relationship so the salesperson has to do a good job in order to be successful.”
Whether you’re in the solar business or a different industry, you need to promote the philosophy that happy customers lead to confident salespeople.
“Salespeople who have a happy customer, they feel good about what they have done,” Mulcahy says. “That gives them a lot of confidence and helps them get more business because they feel proud of the job that they are doing. The second thing that happens is if you do a good job for a customer, you get referral business.”
Referrals have been especially strong in the past couple months and Mulcahy says that bodes well for the future.
“It makes their job easier,” Mulcahy says. “Anybody in sales loves a referral because you don’t have to go out and work as hard to get that customer. It indicates to them that we’re doing a good job with our frontline customers.”
Mulcahy wants American Solar to be viewed as a company that is reliable and committed to great customer service.
“It’s easier to get staff excited about doing a good job than it is going and doing a low-cost job or a mediocre job,” Mulcahy says. “We’re not setting out to be a high-volume, low-quality, low-cost provider. We’re setting out to be a high-quality, superior customer service product with a personal touch. We think that is something that makes everybody excited to be part of the team.”
American Solar Direct is expected to hit $60 million in sales this year and Mulcahy is confident that his team is in a strong position to satisfy the demand.
“We can educate the customer, provide the personal touch and make them feel comfortable with what they are getting,” Mulcahy says.
How to reach: American Solar Direct, (855) 765-2755 or www.americansolardirect.com
The Mulcahy File
co-founder, chairman and CEO
American Solar Direct
What’s the best business lesson you’ve learned?
Communicate openly and honestly.
Why is that an important lesson?
It just saves so much time and energy. So often people spend hours or days beating around the bush and not getting down to the most important issue. I think you’ve got to really drill down to the nitty-gritty of what is important. Just be open and honest.
There is never anything to be gained by beating around the bush because you just confuse other people around you. Be very clear in what you think about something and what you want to do and just really get to the point in a respectful way if you don’t agree with somebody.
What traits are essential for leadership?
No. 1 has got to be the ability to listen. That’s critical. You often hear communicate, communicate, communicate. I agree with that. But I think the first pillar of communication is listening. People often get that backwards. They think communicating means you have to be doing all the talking. To be a good leader, you have to listen to people.
You need to be able to make decisions as well. I’ve often seen people who aren’t good at making decisions; they often spin their wheels around in circles. At a certain point, you have to make a choice and forge ahead. That doesn’t mean you always make the right decision. But you do have to make a choice sometimes and hopefully get it right more often than not.
Who has been a big influence on your life?
My brother, Tim Mulcahy. He got me started in sales when I was very young, and we started many companies together.
Know what your team can do.
Engage others in decisions.
Get to know customers.
There are a number of people who would argue that St. Louis’ slogan “Gateway to the West” could be updated to “Gateway to the World” — and Elizabeth Stroble, Ph.D., the newest president of Webster University, believes it more than most.
During the expansion of America, St. Louis was indeed a “Gateway to the West.”
“[Today,] I would say the slogan could be reversed as well; the world needs to see St. Louis as a gateway,” Stroble says.
As president, Stroble has been finding ways to continue to expand the institution’s presence globally in an effort to provide students with a more diverse curriculum that not only benefits them, but the businesses and communities that those students then work and live in.
Webster University is based in St. Louis, and has campuses in Geneva, Vienna, The Netherlands, London, China and Thailand. The college employs some 1,200 full-time faculty and staff members and has 21,000 students — 8,000 of them in St. Louis.
Stroble came to Webster in 2009, and with the university turning 100 in 2015, she has been evaluating where the college can grow and improve itself for the sake of its students, communities and business partners.
“What I learned since I arrived here was that Webster University has a tremendous history of being globally excellent with room to grow the global excellence,” Stroble says. “It’s highly innovative and entrepreneurial and its mission, going back to its founding, was to meet an unmet need.”
During the last four years, she has been assessing the university’s strengths and opportunities.
“The strengths and opportunities at Webster are to continue to connect the pieces and parts of that global network so that strength builds upon strength and that we stay connected, not only locally but globally,” Stroble says.
Here’s how Stroble is advancing the university’s strengths and opportunities.
Do a thorough assessment
Before coming to Webster University, Stroble was provost, senior vice president and COO at the University of Akron in Ohio. Wanting to find a presidency position, she came to Webster.
“The move to Webster University was about the presidency of an institution that’s local here in St. Louis but has a global reach and impact, and that was what was most interesting to me about it,” Stroble says.
With the school’s international footprint a big drawing factor, Stroble began to assess the university’s strengths and opportunities in that area and how Webster could benefit students, businesses and communities.
“I spent a great deal of time in the St. Louis community not only interacting with faculty, staff and students here but with local business and community leaders who have a global footprint in their own organizations and want to increase the global interaction in St. Louis, because that makes it a thriving community and a globally competitive community,” she says.
Stroble also began visiting every international location and many domestic locations of Webster University.
“Part of what fascinates me and continues to about Webster University is the diversity that comes from being located in different places,” she says. “While the location is different and the diversity of the students is different, the academic programs reflect local market needs.”
Taking that tour of various Webster campuses helped Stroble assess where the university could improve.
“You have to take plenty of time listening and asking for other people’s advice and counsel,” Stroble says. “One of my fundamental questions was, ‘What do you most hope that your new president will preserve about Webster University, and what do you most hope the new president will seek to change?’
“My sense in every organization is that there are these sacred traditions, values, habits and processes that people hope will continue. It’s always an assessment of whether you, as president or the new leader, will agree with those, but it’s important to know them.”
Stroble’s assessment left her with a sense that Webster University, like most organizations, had some ambition and pent-up hope and demand for change.
“If you don’t know what that is, you can’t help to fulfill the hopes and dreams that caused you to be the president who was selected,” she says. “That is an important learning opportunity, and you need to seize it to its fullest advantage, because when you’re new, it’s the greatest warning opportunity.
“Over time, it’s harder to see things with fresh eyes and … it’s hard to disabuse yourself of the notion that there might be better ways to do things.”
As an incoming leader of an organization, you have to take advantage of not knowing very much about the operation because you can ask the naive question and gain a lot of insight.
“Over the course of my presidency, it’s my role to listen to what’s going on in the external environment,” Stroble says.
For Webster University, that’s an external global environment and what’s happening in the world of higher education but also in the world of culture, diversity, politics, economics and the larger environment that we all live in and hope to shape.
“How do I learn about that and help to communicate that effectively to the university community so that we can truly not only be responsive but lead the change that the external environment wants?” she says.
“In turn, how do I learn well enough what the strengths are of Webster University so I communicate those well to an external environment to continue to attract students, high-quality employees, donors, external support, and local and global support partnerships?”
To help aid in that responsibility, Stroble has been investing in developing Webster’s talent around global diversity and knowledge and is focused on improving curriculum.
“We revised our general education curriculum to focus on global citizenship, and we have been building many more partnerships with international universities, especially in parts of the world where we are not,” she says. “That’s why it’s important for us to expand the campus footprint beyond Europe and Asia.”
Webster University wants to open global opportunities for its students and St. Louis businesses at the same time to bring an infusion of global talent to St. Louis and across the world.
“This focus on people, partnerships, curriculum and programs that help support student travel, more scholarship prospects for international students and raising our profile in terms of how well we communicate about the opportunities we can create at Webster University for businesses and other higher education institutions has been the work I have been doing,” Stroble says.
Develop global talent
True to Webster’s mission to fulfill a need, one of the institution’s goals is to build capacity in potential new geographies. These new international locations need to have a stable political environment, a stable and growing economy, and a need in that local community for American-style education taught in English in the degree programs Webster offers.
Globalization at Webster University is much more comprehensive than most other universities. Some even say that globalization is baked into the university’s DNA.
“It’s my job to help deepen this, broaden it, strengthen it, further it, but it certainly dates back to before I arrived,” Stroble says. “It was such a part of Webster University from its inception that we were ahead of the curve. Again, we’re an institution that prides itself on meeting a need and being entrepreneurial and naturally saw opportunities to do that outside of St. Louis well before it became cool to be global.”
Webster’s effort globally is much more about creating synergies and mutual benefit than it is about carrying the American message abroad.
“We’re much more about being truly global and figuring out how to live that through preparation of students, who we hire and how we think about the geography than we are about how we export an American education that might seek it,” she says.
While constantly looking at new international locations for the college, Stroble is also extremely focused on how that global diversity can benefit the local community in St. Louis.
“We have purposefully built a program with the state of Missouri called the Global Internship Experience that provides interns from international locations for companies here in St. Louis and sends Missouri students to international locations to do internships there,” she says. “We’ve been doing that for 25 to 30 years and it continues to expand.”
Another effort to broaden education and benefit businesses is the creation of a Confucius Institute.
“The point of a Confucius Institute is that you provide an arm for increasing knowledge of Chinese language and culture in your local community,” Stroble says. “Ours was founded in 2008, and it was the first in the state of Missouri. Our Confucius Institute provides resources to local businesses who seek to learn more about how to do business with the Chinese.”
This institute is a direct connection of Webster’s expertise and relationship with the Chinese Ministry of Education that opens up doors and opportunities for young people and businesses.
“It would be hard to know the world without knowing China,” she says.
All of these advancements to the global education of Webster’s students provide a platform for lifelong learning.
“It’s not only about the important topic of being a citizen of the world and seeing things in a large perspective or relating to people who have had experiences different from ours; it’s about creating an open point of view about learning, changing and responding to an environment that will continue to change,” Stroble says.
“If you learn how to navigate a different country, different language, a different culture, different politics, a different lifestyle, that positions you to learn about new technologies, new field development, new environmental challenges across your lifetime. You open up your world in more ways than globally.” ?
How to reach: Webster University, (800) 981-9801 or www.webster.edu
Listen and ask questions about the organization as a new leader.
Evaluate the organization’s strengths and opportunities.
Develop a presence to benefit stakeholders locally and globally.
The Stroble File
Elizabeth Stroble, Ph. D.
Born: New Castle, Wyo.
Education: She earned a degree in history and English from Augustana College in Rock Island, Ill. She has two masters of arts degrees, one in history and one in American and English literature, both from Southern Illinois University-Edwardsville. She received her doctorate in curriculum studies from the University of Virginia-Charlottesville.
Background: She spent time at Northern Arizona University-Flagstaff and University of Louisville-Kentucky. At University of Akron she was the dean of the College of Education and was promoted to provost, senior vice president and COO. She then sought a presidency and came to Webster University.
What was your first job and what did you learn from that experience?
I was a waitress. I worked my way through college waitressing. Serving the hungry public teaches a lot about communication skills and being attentive to detail and being pleasant to interact with. I learned a lot about customer service.
What got you into education?
During my next-to-last term at Augustana, I was in the student teaching program. I had this spectacular student teaching assignment and after about the second or third day I decided this was my life.
Who is someone you’ve admired in the education world?
I worked for the chairman of the history department at Augustana, J. Iverne Dowie, and I looked up to him greatly because he had been blind since he was three years old. My job was to read books and papers out loud to him, and he and I would discuss what I had read. I admired his intellect and how gentle he was as an individual and how accomplished he was to be the department chair. A lot of what I learned about teaching and university work was from his direct example.
What are you looking forward to at Webster University?
I’m excited about this institution continuing to live that mission of setting a distinct standard for global education and preparing our students to be individually excellent and citizens of the globe.
Accounting systems capture information that can lead to more profit. Ted Flom and Tony Caleca from Brown Smith Wallace LLC discuss some issues about how your accountant can help your company’s bottom line.
Q. What accounting missteps might lead to decreased profitability? A. The biggest mistakes are made when organizations don’t embrace the importance of timely and meaningful reporting to make informed decisions. Maintain accounting information in a way that gives management a clear picture of how different aspects of the company are doing.
Q. What accounting tools could prove most valuable to business owners? A. The key is having an accounting system that adequately supports the critical areas of your company. Capture information at a level of detail that supports management decision-making. Define what five key metrics are critical to your success and track them daily.
Q. How can accounting help identify growth areas? A. Accounting information can show trends that provide insight into efforts the company should focus on or de-emphasize, particularly if systems are aligned with your strategy or key growth areas. Today, companies are more focused on information that helps them better predict the future rather than understand the past, as has traditionally been the case.
Q. How does risk affect company value? A. Entities failing to recognize the risks they face from external or internal sources and not managing them effectively can destroy value for shareholders and stakeholders. Enterprise risk management (ERM) supports value creation by enabling management to deal effectively with potential events that create uncertainty. You can use ERM to respond to those risks in a way that reduces the likelihood of downside outcomes and increases the upside.
Q. What do businesses commonly overlook that can pose problems? A. Businesses go through the exercise of keeping accounting information, but they don’t give it sufficient review. It’s always healthy to ask, ‘Where did this number come from?’
Ted Flom, CPA, CISA, CIA, is a member in charge of Risk Advisory Services for Brown Smith Wallace LLC. Reach him at (314) 983-1294 or email@example.com.
Tony Caleca, CPA, is a member in charge of Audit Services. Reach him at (314) 983-1267 or firstname.lastname@example.org.
As leaders, we understand that our actions, whether good, bad, positive or negative, are being continually examined. Our job as leaders is to create a vision, develop and execute strategic plans, define goals, and set objectives aimed at creating excellence through products and services that address the needs of the customers and markets we serve.
Accomplishing these tasks cannot be done in a vacuum; a team of highly skilled and dedicated leaders is needed to accomplish these goals. CEOs and business owners are constantly challenged to seek out the talent needed to build an effective leadership team. Though difficult, it is paramount to find talent that has a keen understanding of your organization’s market, vision, mission and objectives.
Building a team of talented leaders that share similar capabilities, traits, ambitions, and that are qualified to lead an organization is one thing, but getting this group to function together to lead a business effectively and efficiently requires special attention.
It is vital to have a leadership team that consists not only of highly skilled, functional leaders but also those who possess the ability to understand the broader picture. Members of this team must be willing to contribute, provide productive opinions and work as a team to reach consensus, and then collectively execute these decisions throughout the organization.
Leading strong leaders requires managing egos, resolving conflicts, balancing power and integrating opinions in a way that ultimately fosters a team that is aligned with your organization’s vision, goals and objectives.
Reflect for a minute on the qualities that have brought you to your leadership position. You are a visionary and you’re high on confidence. You likely have charisma and years of experience. You have a wealth of important contacts and you are a person that most would consider to be “plugged in.”
Now assume that those in your organization, technically your subordinates, share many of those same qualities that you possess. The possibility and likelihood of friction in these relationships is high if you don’t manage these relationships carefully.
Below are some action steps to take to enhance your leadership within your organization.
1. Set the expectation that leaders actually lead, be accountable, take risks and don’t wait for direction. If those around you are not willing to do the same, then maybe it’s time to make a change.
2. Spend quality time with leaders individually to understand their views on their role and their vision of how their functional area contributes to the mission of the organization. Are they thinking big, stretching their direct reports and delivering the results you expect?
3. Challenge the team and individuals to stretch their thinking and share their “big ideas.” Be clear and concise. Put things into context so they understand the meaning and possible outcomes of decisions.
4. Set clear expectations of leaders and the leadership team. Expect individuals to know the overall business and be able to separate themselves from their functional role and contribute to the enterprise by tackling complex issues.
5. Mandate open and frank dialogue between leaders while reiterating that these discussions remain confidential.
6. Expand their role by asking them to contribute by taking lead roles on enterprisewide matters.
7. Allow leaders to lead so they own their actions and decisions. It is your responsibility to identify and select high-quality talent with the knowledge and experience needed in order to contribute to the organization.
These steps are the beginning to a harmonious relationship with your top team members. Remember, the goal is the respect that you earn along the journey, not friendships or three people to round out a great foursome on the links. Your energy, vision, determination and drive are the active ingredients in leading by example. ?
Tony Arnold is founder and principal of Upfront Management, a St. Louis-based management and executive consulting firm. He can be reached at (314) 825-9525 or email@example.com.
If you ask Nicholas DeIuliis about the state of the energy industry these days, he would tell you it’s the nature of the industry that keeps it exciting and evolving.
DeIuliis is president of Consol Energy Inc., a more than $6 billion, publicly owned producer of coal and natural gas and one of the leading diversified energy companies in the U.S. He and Consol have been focused on new technologies, new energies and, above all else, keeping Consol one of the leading producers in its region.
“Energy has always been a big issue within our regional economy, national economy and now the global economy within the last number of years,” DeIuliis says. “Consol Energy still looks upon those tried and true forms of energy, but what’s really changed in the last number of years is how we’ve evolved in deploying technology in both the coal and natural gas side.”
As the industry continues to push forward, the success of companies such as Consol depend upon its ability to keep employees safe, effectively communicating and remaining innovative.
“The most important thing we do is we establish what our values are and we literally numerate them for our teams,” DeIuliis says. “We say what our top values are and which is first, second and third. For us, No. 1 is safety. Second is compliance. And third is continuous improvement and taking a long-term view.”
Here is how DeIuliis is helping to drive those values at Consol Energy that, in turn, help drive the company.
In the energy industry, there are all kinds of dangers that employees face while on the job. DeIuliis and his team take great pride in running a company that focuses on keeping its workforce safe.
“Safety has always been something that is critical to us throughout our history, and we’ve been around for about 150 years,” DeIuliis says. “So we’ve learned what works very well and also learned the hard way through those 150 years what doesn’t work very well when it comes to safety.”
DeIuliis wants to take the challenge of safety and turn it into an opportunity, which sounds simple, but it’s often very challenging.
“We first started with the philosophy of safety itself,” he says. “What is our culture going to be when it comes to safety? Is it truly going to be our top value that will not change during market swings? A value is something that is constant. So first and foremost, that is our most important top value.
“Secondly, if it’s our top value, what’s the expectation going to be? Are accidents part of the business of extracting natural gas or coal resources, or can we truly take an approach of zero accidents of any kind across the entire employee base as the expected outcome and expected goal?”
Consol has taken the latter approach and created an absolute zero program that says the only acceptable standard of performance is no accidents to the employees on any given day across the entire company.
“Anything that’s an accident no matter how small or slight is an exception to that rule and a violation to that philosophy,” he says. “So you have that philosophical change that needed to occur to turn a challenge into opportunity, and over the last three or four years, it has turned and evolved into the culture and philosophy.”
Now DeIuliis and Consol have to find the ways to further improve the company’s safety outlook.
“What are the tactical things we’re going to do to improve our performance?” he says. “How are we going to bring the science and technology to the table to get smarter about risk identification, hazardous mitigation and overall employee training? All of those things lead you to a better place on safety performance.”
Communication is king
In conjunction with safety performance, how well Consol Energy communicates its message relates to how easily and effectively it can improve the organization.
“Communication is the lifeblood of taking a concept or an opportunity and making it a reality,” DeIuliis says.
Consol Energy has nearly 10,000 employees and 6,000 to 8,000 contractors on top of that. So communication throughout the organization is critically important to furthering a concept, philosophy, a new technology or standard, and whether or not that comes to fruition — and when it comes to fruition.
“Sometimes the when part is just as challenging and just as important as whether or not it actually comes to fruition,” he says. “You can’t overemphasize the importance of communication, especially in a complex and large organization or a complex and large world such as what we’ve seen in the energy space throughout the U.S. and the globe.”
Saying that your company communicates is easy, but actually getting results from your communication is much more difficult. You have to utilize multiple communication tactics.
“We use what we call a portfolio approach to communication,” DeIuliis says. “We don’t put all our eggs in one basket, one means or one method of communication. We will utilize a range of those like you would in an investment portfolio.”
Consol uses everything from closed-circuit TVs that update employees on safety procedures, initiatives, technological breakthroughs, compliance issues and regulatory issues to training programs to make sure that employees are engaged.
“We look at that as an investment in communication that is going to get that know-how rate of return, which will be very good, not just for the shareholders of the company and stakeholders but, most importantly, for the employees themselves, because they will be in a more safe and compliant place,” he says.
“There’s a whole range of different communication tools that we use … that will put us in a better position to succeed in that communication challenge and opportunity.”
In order for communication to be most effective, especially in a company the size of Consol, there has to be someone who has ownership of the messages being spread throughout the business.
“The communication approach goes back to the messaging and the content of what you’re saying,” he says. “The ownership is across the entire company. In reality, it extends beyond the employees within the company. It extends to our partners and other stakeholders that touch or deal with the company in some, way, shape or form. It might be the customers downstream that we’re selling the coal and natural gas to; it could be our contractor partners providing services at our rig sites and coal mines or anyone in between.”
While everyone owns a part of the communication process, it’s also critically important that that communication process and the messaging behind the communication are viewed as owned by action, not just by words with the leadership of the company.
“The leadership of the company for us means many different people, not just our CEO and chairman,” DeIuliis says. “It’s our CEO and chairman all the way down to the mine foreman, all the way down to the employee working on the barge line or all the way down to someone standing on one of our rigs right now.
“It’s a group effort and everybody has a role and a responsibility. Your actions have to be consistent with what you’re saying.”
Just as important as safety and communication are within the energy industry, so too is the need to remain innovative. Recent substantial growth in natural gas drilling and advancements in clean coal technology are two areas driving energy these days.
DeIuliis and Consol look inside and outside the industry in order to bring the best innovation to the forefront of the company’s operations.
“There are two broad groups I look to over time for help and insight,” DeIuliis says. “One is the management team that we work with and around. They’re the best and brightest in the industry. Getting that comfort level and that trust level with the exchange of ideas and thoughts as time goes on is the lifeblood of any successful organization.”
The other broad group DeIuliis looks at is almost the mirror image of his leadership team. He looks toward entities and individuals with insights and experiences outside the industries Consol works within.
“It’s amazing how many already established processes, technologies and concepts are out there in entirely different industries that are being viewed as innovations and ground-breakers with the coal, natural gas and fossil fuel industry that we operate in,” he says.
“Every time we tend to look outside our box and outside our industries, we always come away with an injection of innovation that keeps us going.”
As the world of business and that of energy continue to evolve and change as time goes on, the success of a company comes back to its values.
“In the energy industry, we’ve seen a lot of volatility and a lot of peaks and cycles through the years,” DeIuliis says. “We’ve become used to a certain extent of the things that will enviably occur. But if you go back to the values, and those that are truly the values of your organization, and if you’re the safest and most compliant operator in that environment, you’re going to be the most successful or profitable whether it’s a market peak or trough.”
The key to managing through those kinds of ups and downs has been simplicity.
“The way we manage in those downturns is sticking to those values and as long as we’re pushing for better safety performance, compliance and continuous improvement, we will be fine in any market,” he says.
How to reach: Consol Energy Inc., (724) 485-4000 or www.consolenergy.com
Find ways to improve the processes of your business.
Implement communication tactics that allow your business to succeed.
Innovate through internal and external channels.
The DeIuliis File
Consol Energy Inc.
Education: Graduated with a chemical engineering degree from Penn State. He received a master’s degree in business administration and a juris doctorate from Duquesne University.
Career: DeIuliis began his career in Consol Energy’s research and development group in 1990. He became vice president of strategic planning responsible for optimizing the value of Consol Energy’s assets resulting in the creation of CNX Gas Corporation, where he served as president and CEO from its 2005 inception until early 2009. He has been the president of Consol Energy since February 2011.
DeIuliis is also director at-large of the board of directors of the Independent Petroleum Association of America, a director of the U.S. Chamber of Commerce and the Bituminous Coal Operators’ Association Inc.
Regionally, he is on the advisory boards of the University of Pittsburgh Cancer Institute, the Pittsburgh Penguins Foundation and the Catholic Foundation. He is a registered professional engineer in the Commonwealth of Pennsylvania and a member of the Pennsylvania Bar.
As businesspeople and business leaders, we have full plates. Whether it’s balancing work, home, community, social obligations, aggressive business targets, strategic initiatives to sponsor/support/implement, unwelcome external influences, or customers expecting more for less, prioritizing all of that can be a daunting challenge.
Prioritize and focus are the business vernacular terms we always hear. We smile grimly, mutter “uh huh,” and return to our overwhelming pressure cooker without changing a thing about what we do or how we are approaching our work.
But those words really are the key to managing our crazy world of over-commitment and under-capacity — when combined with two more words: critical few. Prioritizing and focusing on the critical few results, products and people who truly matter more than others is job No. 1 for executives.
How to look at it
The facts: You have a critical few customers, without whom your business would dramatically suffer. Ensure that your organization serves those customers disproportionately well. That does not mean ignore the others; ideally, all customers would be served flawlessly.
You have a critical few products/offerings that make up the 80 percent in the 80/20 of your business. Ensure you get them flawlessly right. Your brand is set by those core products or services. If you get it wrong there, the rest may not matter.
You have a critical few employees/direct reports who play a disproportionately impactful role in the success of your business. Your time should reflect that understanding. It doesn’t mean ignore everyone else; it simply means that you cannot leave to chance that your key people are sufficiently directed, motivated, feeling challenged by their work and appreciated.
They are people you can build the rest of the organization around. You’ve got to get it right with these folks above all others and then rely on their help to reinforce and motivate the rest of the organization.
Optimize and organize
So clearly, identifying your critical few customers, products and people is job No. 1 for results. How do you optimize your short list of the critical few? Simply answer these three questions:
? What are the critical business results you need to deliver?
? Who are the key performers who will deliver those results?
? What are the critical few behaviors that your key performers must do?
That reads like common sense, and it is. But achieving it isn’t so simple.
Don’t forget reliability
You know your critical results and key performers right now, but what about those all-important critical few behaviors that people must do to make it work? If people don’t do the right things, you won’t get results.
Many initiatives are designed to get those critical few behaviors to occur — behaviors that we think should automatically happen, but they don’t. How do we get people to do the right things reliably?
It’s not about making people happier at work. Many happy workplaces go belly-up. It’s easy to be distracted by things that create fun and do little to improve performance.
It comes down to (1) pinpointing those actions, which if performed reliably, will move the needle for your organization and (2) ensuring there are reinforcing consequences for those critical few behaviors and corrective consequences for behaviors inconsistent with what you need. That alignment is necessary, and it is often overlooked.
So in a nutshell: Ensure focus on the critical few results, people and behaviors. Don’t allow yourself or your organization to be distracted. Without the critical few happening well, you will spend many more hours fixing things than growing your business. ?