True colors

Strive for balance

Maloney is able to balance his external
leadership responsibilities with the needs
of his employees by making out a daily
schedule each morning.

“I try to be at my desk by 7 or 7:15, a little bit
ahead of most of the rest of the senior team,”
Maloney says. “That allows me to jump right
in and reflect on what’s ahead of me that day,
what’s ahead of me that week and what others should be doing. When I speak to people
during the day, what do I want to be talking
about? It gives me an opportunity to get my
agenda established for the day.”

He also will take time on the weekends
to, in his words, “fill up notebooks at a
dizzying pace” with to-do lists, strategy
notes and more long-term ideas.

“I find some of my most productive times to
produce those lists on the weekend when I’m
at home outside of the malaise of the day-today,” he says. “I always feel re-energized on
Monday morning because I’ve had a chance
to step back a second. You’ve got to give
yourself those windows frequently.”

Arriving at work early and being fully
engaged in your business shows that you
care and sets a tone that your employees
should care. Talking to your employees
about the things that are important to them
outside the workplace shows that you realize
they are more than just names on the payroll.

“Our CIO is a superstar technically and is
very active in triathlons and marathons,”
Maloney says. “One of the things I’ll ask her
on Monday mornings is, ‘What did you do
workoutwise this weekend?’ We all know
how we manage our downtime to create
that balance so that work doesn’t suffer.”

It’s up to you to set the tone for the key
components of your company culture
through your own behavior.

“If you can start focusing on those things,
pretty soon you put together a group of
people that is compatible,” Maloney says.

“That goes a long way toward ensuring
engagement from everyone in the senior
team, not just the CEO.”

The key to maintaining a balanced culture is that you do your part both to establish it and maintain it.

“You have to demand that teammates
respect each other,” Maloney says. “When
it’s the right people with the right DNA, that
camaraderie is going to exist. … We have
the right group that knows each other, that
knows what’s important to each other and
knows just enough about each other outside the office.”

HOW TO REACH: Bluegreen Corp., (561) 912-8000 or
www.bluegreenonline.com

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