Sep 3, 2019 · 7 min read
Some years ago, our business was being courted by a company to sell us a new software program. The sale took time to finally close as technology was changing so quickly that just as we were ready to buy, there would be a newer version or another company would make a presentation to make us reconsider.
As a last-ditch effort to make the sale, six of our people were asked to attend a 2 day personalized seminar at a destination hotel conference center to be given a demonstration of the newest version. We took folks from operations, finance, administration and accounting so we could see it and test it from all angles.
The software company went all out with giving us each a backpack with our company logo, nice notebook portfolios, and other swag. This was their last pitch. Two of their top Vice Presidents personally presented the sessions and product demonstrations.
After the seminar, the two Vice Presidents invited our group to their company headquarters for a tour. We met a few folks, checked out their office space and heard about their recent summer BBQ event. It was all very impressive and was their attempt to bring a “personal” touch to their software program. They wanted us leaving feeling good for the special treatment we’d gotten and the human dimension of their corporate staff and facilities.
It was a late Friday afternoon, and many folks had left for the day, so there were only a few people in the building as we toured. Suddenly, a very old man approached our group. He was dressed in an Indian sarong. He may have been wearing sandals or even been barefoot — I don’t recall. But he clearly didn’t fit the profile of the software developers and programmers we’d met on our company tour.
One of the VP’s motioned the old man over and introduced him to our group. He was the founder of the company and he was pleased to meet us all.
He then said he’d just returned from a six week trip to India, visiting his relatives and family.
“Wow — I hope you had a good internet connection so you could keep up with all your emails.” I said.
“What do you mean?” he responded.
“Well, running a company for 6 weeks from India certainly would require you to be on your email constantly”, I responded.
“No. I checked my email two, maybe three times on my trip. And I only responded to several. That’s all”, he said.
“Wow — how can you run this huge organization from afar with barely checking email? I said.
The old man waved his hands at his two trusted Vice Presidents. “You see, these two have been working for me for over 20 years. They know the company. They know what to do. I don’t need to tell them how to do their job.”
The phrase “mic drop” hadn’t been introduced to our lexicon back then, but it was certainly a mic drop moment.
We then finished our office tour, said our farewells, and went to our car.
The people when rightly and fully trusted will return the trust.” — Abraham Lincoln
I reflected on his final statement on the drive home. This leader entrusted his key people to handle business in his absence. Completely. This isn’t a novel concept in the area of leadership as many leaders take a “hands off” approach to their Vice Presidents and key personnel. We know it as “hiring good people then getting out of the way”. This, however, was a new dimension of leadership I’d never experienced. He also didn’t worry about his company or his people in his absence. Many leaders are constantly wanting updates and status reports. Though they let their people do their jobs and don’t interfere, being up-to-date is paramount to them. Other bosses are still conducting business and telling their staff what to do while on vacation or out of town. Worse yet, some even stir the pot between employees and send “gotcha” emails when they’re supposed be enjoying some R&R on vacation.
This leadership style was complete trust in his organization from top to bottom to handle business as he would handle business. He trusted the decisions of his Vice Presidents and key personnel. And he trusted them so much he didn’t need or want updates. He didn’t worry. He didn’t stress.
I was envious of his leadership style and hoped to someday achieve that. I’ve tried to relay that to my subordinates when I can, but the nature of my business sometimes requires me to be kept in the loop on issues even when I’m traveling or on vacation.
“If you don’t have trust inside your company, then you can’t transfer it to your customers.” — Roger Staubach
I tested it out about ten years ago. I’d taken over a new account with about eleven properties. Their former boss was very controlling and had to have every decision run by him for approval. My style was different as I wanted to empower my staff to make decisions and take ownership of their personnel and property operations. I was pushing the onsite property managers to be more autonomous and to make their own decisions. After a year on this account, I went on vacation for a week. Where I was going didn’t have cell service or internet. I was excited about getting off the grid but some of my staff were worried that I wouldn’t be accessible.
So I made it simple for them. I told them that when faced with an issue, ask this question: “What would I do?” The light bulbs went on. They all knew the answer as to how I would handle a given situation, which meant they knew what to do. They’d seen me in action, understood the goals and objectives, and only needed the confidence to do it without me.
Granted, I didn’t have the level of trust in my people that the software company founder had in his, but I was emulating a lighter version of his leadership dimension.
“People follow leaders by choice. Without trust, at best you get compliance.” — Jesse Lyn Stoner, author of Full Steam Ahead
The key to his management success was complete trust in his key staff. And his key staff completely trusted him and his direction for the company. He’d created a culture and established systems to operate without him being there. Further, his key staff knew the vision and standards to the company business. Thus, it could carry on without him being there.
There are hundreds of books on “Leadership” and thousands of articles written on management. My experience breaks out general leadership styles thusly:
1) Micromanager — this type of boss or leader needs to be involved in everything, and consumes his or her employees time with too much oversight and second-guessing. In most cases, the leader doesn’t mistrust the subordinate, but their actions reflect that. These managers tend to be bossy and order givers.
2) Moderate Manager — this type of leader wants to be kept up to date on the goings on of the organization, regardless of import. While 90% of the work isn’t critical or needs the leader’s input or experience, this person still wants to keep tabs on all dimensions. He or she gives freedom to the subordinate, but will want the daily goings on from his staff, even when on vacation.
3) Hands off Manager — this type of leader (to use the standard cliché) hires good people and gets out of the way. His or her only requisite is to have the subordinate inform them of issues that are major in nature that directly impact the organization. He or she checks in periodically with periodic meetings for update, and has an open door policy for when the subordinate needs input, counsel, a sounding board or to inform about something that happened and may cause ramifications. Almost complete freedom for decision making is given to the subordinate, but with that freedom comes responsibility and accountability. As I tell my people: “Do your job, but don’t let me get blindsided!”
4) Mr. Yardi Management Style — this type of leader takes the “hands off manager” profile to a new level and doesn’t worry when on vacation or out of town. He has complete trust and faith in his lieutenants to run the organization and make the right decisions without having to weigh in.
“Trust is the lubrication that makes it possible for organizations to work.” Warren Bennis
I’ve tried in the various leadership capacities of my career to implement the “Hands off Manager” style. I’ve seen people grow and develop into great employees using this style. Furthermore, this is how I want to be managed. If my boss parked himself in my office every day to ask what I was working on or was double checking my work or questioning my every decision, I’d either ask him to leave so I could get some work done or quit in a matter of days.
“Teach me knowledge and good judgment, for I trust your commands.” Psalms 116:66
Different positions of leadership or management also require different levels of supervision. So while Mr. Yardi’s style is to be desired, the job, position, profile of employees and type of work one does may require a piece of micromanagement, some moderate and some hands-off management.
Due to my current position, the type of business and level of employees I have, unfortunately I won’t ever achieve the Mr. Yardi level. But I can aim for it, as the results will still be positive for me, my subordinates and my organization. The greatest teams have trust as the core of their success, be it sports or business.
So while very few may ever achieve the level of leadership that Mr. Yardi did, we should certainly strive for it. He knows how to run his organization. I’m striving to be a leader like Mr. Yardi. I hope I get there one day.
Congo Kid – Article # 10 – August, 2019
Copyright © 2019 by Jeffrey W. Eales. All rights reserved. No portions may be reproduced or transmitted in any format without the prior written permission of the author.