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Leading With Integrity
By Ed Yager
Thirty years' experience working with leaders in all
types of organizations has given me a very sensitive set of antennae.
I can tell a great deal about the spirit, the heart, and the integrity
of an organization by simple observation. Is it product driven, technology
driven, people driven? Is there an obvious life to the mission statement
on the wall? I admit I was overwhelmed with my first impression in the
new Layton Construction Company Headquarters in Sandy. A giant display
dominates the entry way wall with a congratulatory message for the previous
year's accomplishments. There are pictures of the project leaders, pictures
of the projects, and financial and company growth statistics. On other
walls are pictures of and tributes/awards to employees and recognition
for company accomplishments. Does their mission have meaning? Who along
the Wasatch front does not recognize the Layton motto, "Constructing
with Integrity"".
Alan Layton, the company's CEO made sure I had a copy
of the corporate statement that expands on that theme, and he made sure
I understood how much the statement means to everyone in the company.
A few excerpts: "We are determined to operate with total quality
and integrity, fortifying a reputation built upon these values. Our goal
is for these words to be a daily reminder of how we want to do business
and hope our actions will continually demonstrate these values."
The statement goes on to detail the philosophy with phrases like, "It
involves respect for all people and their individuality"; "Our
work stands as a symbol of quality and first-class work"'; "Trust
and honor in behalf of the customer, unity and completeness meaning joint
effort and cooperation with a continual focus upon teamwork"; and
"Loyalty to one another and a helping hand of suggestions when you
need it."
Alan was a bit reluctant to be interviewed, he much
prefers to avoid the spotlight. But he quickly slid into a mentor role
as he began to relate a few thoughts. Rosabeth Moss-Kanter emphasized
in an interview about the the many formal programs companies adopt to
try to motivate people that "in and of itself they don't reach people
in their hearts and minds. For if a "program" is to be effective,
people must embrace its goals." Alan Layton is a leader who understands
the importance of the heart.
Layton was trained as an engineer. His values, like
so many effective leaders, were significantly shaped by his early relationship
with his father. He states that"in those days it was just the two
of us". He developed an intuitive sense and an ability to learn from
observation. He related one experience in a seminar. He and other CEO's
totally underestimated the number of employees in the same seminar who
knew the exact date they were hired in their companies. This experience
evolved into an understanding of the importance of mentoring and contact,
especially during the first few days of employment "being sure new
employees are paired with shining apples". This process of acculturation
(not orientation) is unique to high performers. When we met he had just
returned from three site visits where he presented the new number sticker
to be placed in the safety helmet on the occasion of the employee's anniversary
date - something he does for every one of Layton's nearly 500 employees.
"It gets me to the employees, it gets me on the site, and it gets
me away from the desk every day. In some ways I am the spiritual leader.
It is up to me to set and reinforce the company's values. I don't negotiate
contracts, I don't get involved in means and methods. I don't review contracts."
Note the the importance of anticipating the needs of the organization
seeing to it that the right people are in place to handle them, and then
stepping away and letting them take over the charge.
One of the greatest challenges organizations that fail
to grow face is the meddling executive. Some call it hands-on-management,
managing by objectives, or managing by walking around. Such cliches simply
give the meddler an excuse to manage one or two or more levels below his
or her level. Alan points out that he learned the importance of empowering
others from his father. "The job of the leader is looking further
down the road than the people who are reporting to him. The leader must
be the visionary. There are no signs of meddling in this organization.
He says most change can be anticipated and, if properly anticipated and
considered,"the day after should be no different than the day before.
"The day after I turn over the presidency of the company I will probably
not come back to work." He has created an environment where his middle
managers have become mini-entrepreneurs, a practice he adopted early in
his career, after visiting a renowned contractor in Houston. "I was
so impressed with what I had seen in the company. I asked the employees
why they are so dedicated to an organization they do not own." They
responded, " because Mr. Limbeck is such a good man - it is a great
company to work for.": He called his wife that night and said, "If
I am a good man people will want to work for us." Altruistic? Perhaps.
Altruism is a key characteristic of all great leaders.
In his fabulous book, Leadership Is An Art Max DePree
says, "The cost of leadership requires us to think about the leader
as a steward in terms of relationships, of assets, of legacy, of momentum
and effectiveness, of civility and values." In like manner, Alan
says, "When you hire someone you are buying their hands and their
heads, but you cannot buy their heart. The heart is theirs - only - to
offer. They may give it or not give it, but it is only theirs to offer,
and when they do you will get more than you will ever get from their hands
or their head." Altruistic I ask again? I don't think so.
Toward the same end Layton has regular events that
send 6 Layton people and 6 customers on horseback into the wilderness
in Star Valley, Wyoming to build relationships (all leadership is relationships).
As we were walking out Alan asked one of the secretaries in the office
for a copy of the corporate values statement. She pointed down the hall
and said, "There are some in the copy room." As we walked toward
the copy room Alan chuckled, "See - there are no bosses around here."
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