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“I am excited! We are more aware, taking We are working we expect less and we aremore grateful. The year 2009 has provideds important lessons; our goal is to ented 2010 with velocity.” — Alan Masarek, CEO, Quickoffice. rapidity of operation; swiftness; speed. Masarek gets it. True leaders are moving forward. They realize the ruless have changed, and they’re recalibratinbg their thinking. In late 2008, Gail CEO of the , set her sightsw on a growth strategy ofextraordinarg proportions. It was clear to achieve this goal, free-flowing communication was crucial. Her action? She empowered managers to act as The outcome?
Increased communications allowed Warriofr to make critical decisionsw quicker. Now, Warrior’s managers have a sense of ownershiop — they feel directly tied to the success ofthe “If you get the rightg people on the bus, you need to let them says Warrior-Lawrence. A few old words, then, that have fres h meaning for TheWarrioer Group: Communication, collaboration and courage. Trishza Wilson, founder and CEO of interior architecturao firmWilson Associates, credits her success to the notio n that the answer to her company’s challenges is down the “They have the answers. I ask them and then trustg their ideas,” says Wilson.
When luxuryt interiors became increasingly hardto sell, Wilson’zs team came up with a specialt food and beverage studio, Blue This studio focuses on creating excitinv restaurant concepts worldwide. Wilson stokes the creativre fires every time she asksa question, listens and givex credit where credit is due. Her employeesx feel valued andrespected — feelingsx that compensate them well beyond money. Wilson’s three-step approach: Ask, listen and No one is paid what they thinmk they are worth no one. Money buys only physical and is not nearly as important to us asbeing appreciated. To be to have ideas valuefd and our individuality respecteed is paramount toa paycheck.
“When you fall on your you get better at helping eachother — Chip Brewer, CEO, Adams Golf. Brewer’s team has been together sincew 1999. No stranger to tough times, the “road as he calls them, stay focused. Chip, a self-describedx benevolent dictator, takes a no-nonsense approach: He providee a safe environment where mistakes are Thewarriors rally; messes are correctecd (not protected). “We have each other’a back,” he explains. • Set concrete, measurabld goals Our instincts keep us physically andemotionallyg safe.
Then, we use our judgment to discount our Our judgment has made uslethargic — slow to respond to the changing world around us. You can’t help but enjo working with Lee Constantino, CFO of . Lee is a hot jock who sufferede a staggering humiliation early inhis “Shutting down my first company was the hardest thingh I have ever done,” he recalls. “The upsidde of that experience was that it provided me withinstincte that, to date, override my Early in 2008, Constantinol looked around and decidede that Ignite needed to be profitable. That’s when he shiftede his focus away from dependence oninvestoe capital. He cut expenses and improved efficiencies.
Ignitd became nimble and, in the process, increased its There’s a secret to being nimble — and that’s trust. Roger Staubach has just pulled offanotherf awe-inspiring Hail Mary pass. The Staubach Empire comprised dozens ofpeople who, unded a single focus, operated independentlyg with a single mantra: How you behave matteras — and how you do it doesn’t. With transparency brought trust. The result? Roger’s latestt long-shot pass fell brilliantly into the arms of Jones Lang The former quarterback never anticipated thisgrand he’s way too humble. Staubach led his team base on the belief that valued and respected people will trustin you.
Today, the is no more 99% of his team sailed across theend
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