Follow the Leader
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Leadership can take many forms, from the fiery or encouraging styles to an approach more based on showing by example. All of them can be inspirational, and when utilized by a business owner, executive or the director of a nonprofit, can result in better performance by staff, increased passion from the team and a stronger commitment to the organization.
We spoke to several area leaders to find out more about their methods and how they drive those around them to be the best version of themselves.
Do you believe inspirational leadership is crucial to conducting day-to-day business, and what are some of the positive outcomes it can lead to?
If you want to inspire people, you have to walk the walk. You have to have that drive, that passion, and you have to believe in what you’re doing. If you don’t believe in what you’re doing, whether in nonprofit or for-profit, and you’re just going through the motions as a leader, then you’re not going to inspire your team to do anything. … If there’s no inspiration to reach or try to do more, they’re just going to do what’s required. In the corporate world, a reward might be more tangible—usually a financial bonus or financial incentive or profit sharing. In the nonprofit world, that reward is the personal satisfaction that, “I made a difference.” Neither is better or worse, but it’s more personal in the nonprofit world. That’s why expanding services is a big goal of mine, because it’s not just about getting someone in a MEND home, it’s about helping them get into a home they can afford.Article continues below
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—Eileen Wirth, president and CEO, MEND, Inc.
If you want to inspire people, you have to walk the walk. You have to have that drive, that passion, and you have to believe in what you’re doing. If you don’t believe in what you’re doing, whether in nonprofit or for-profit, and you’re just going through the motions as a leader, then you’re not going to inspire your team to do anything. … If there’s no inspiration to reach or try to do more, they’re just going to do what’s required. In the corporate world, a reward might be more tangible—usually a financial bonus or financial incentive or profit sharing. In the nonprofit world, that reward is the personal satisfaction that, “I made a difference.” Neither is better or worse, but it’s more personal in the nonprofit world. That’s why expanding services is a big goal of mine, because it’s not just about getting someone in a MEND home, it’s about helping them get into a home they can afford.
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—Eileen Wirth, president and CEO, MEND, Inc.
What is your personal approach to encouraging your team to perform at a high level?
You can’t get your work done from sitting behind your desk: You have to get out where the people are, let them understand you as you understand them. That’s what drives trust, innovation, strategy and response to community needs. So that’s a quality a good leader has, to just be present with individuals.
—Fred Wasiak, president and CEO, Food Bank of South Jersey
You can’t get your work done from sitting behind your desk: You have to get out where the people are, let them understand you as you understand them. That’s what drives trust, innovation, strategy and response to community needs. So that’s a quality a good leader has, to just be present with individuals.
—Fred Wasiak, president and CEO, Food Bank of South Jersey
How are you able to apply lessons learned over the years to successfully manage complex challenges as they arise?
Our company has over four decades of experience planning, bidding and managing public construction projects. This depth of experience has allowed us to build a robust library of “lessons learned,” which we apply proactively to every project. By anticipating challenges and avoiding common pitfalls, we are able to consistently deliver successful projects with a client- first approach, deep industry knowledge and hands-on leadership. … Our strength lies in forging strong partnerships with contractors, maintaining rigorous project oversight by experienced professionals and ensuring the direct involvement of our senior management team throughout
very phase of the project.
—Chuck Romanoli, managing principal, NEW ROAD Construction Management
Our company has over four decades of experience planning, bidding and managing public construction projects. This depth of experience has allowed us to build a robust library of “lessons learned,” which we apply proactively to every project. By anticipating challenges and avoiding common pitfalls, we are able to consistently deliver successful projects with a client- first approach, deep industry knowledge and hands-on leadership. … Our strength lies in forging strong partnerships with contractors, maintaining rigorous project oversight by experienced professionals and ensuring the direct involvement of our senior management team throughout
very phase of the project.
—Chuck Romanoli, managing principal, NEW ROAD Construction Management
With regard to succession planning, what are some of the common mistakes business owners frequently make?
I think the biggest mistake I see is not planning [at all]. But in the planning phase, the biggest mistake is not talking to an entire team. If you look at any good company, the president is not the chef, cook and bottle washer. They assemble a team. They have legal, they have risk management, they have accounting, they have operations; so it’s about identifying the team and having cohesive conversations where you can work together and troubleshoot. What are the issues? What are the concerns? What’s the best approach? Everyone’s needs are different, so it requires sitting down with a good team—not just a lawyer or an accountant—an entire team.
—Yasmeen Khlaeel, shareholder, Capehart Scatchard
I think the biggest mistake I see is not planning [at all]. But in the planning phase, the biggest mistake is not talking to an entire team. If you look at any good company, the president is not the chef, cook and bottle washer. They assemble a team. They have legal, they have risk management, they have accounting, they have operations; so it’s about identifying the team and having cohesive conversations where you can work together and troubleshoot. What are the issues? What are the concerns? What’s the best approach? Everyone’s needs are different, so it requires sitting down with a good team—not just a lawyer or an accountant—an entire team.
—Yasmeen Khlaeel, shareholder, Capehart Scatchard
Author: Staff
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