In a recent conversation with Mike McCarty, President & CEO of Helena Chemical Company, I asked Mike what skills leaders must possess to be effective today.
Phil: Tell me, from your perspective in developing leaders, what are the key elements, one, two, three, top one, top two, top three things that you think a leader, regardless of the industry, but a leader needs to be able to do today that may have been different five or ten years ago and may be different five years from now?
Mike: Yes, again, good question. Obviously, when you look at that of a leader, you need to be qualified to move into a position form a technical standpoint or a knowledgeable standpoint. I think the key, the higher up you move into the management role of the organization, the greater your people skills need to be. Again, I’m a little biased because as I’ve said many times, I think the agricultural industry is so relationship-oriented, but again, you cannot lose sight of the people side of the business and to be an effective leader today, you have to have superior people skills. If you could manage people…because the earlier question, you said what was the bigger challenge and I said it was people.
People drive our industry. People drive any industry in business, so I try to encourage people to…and that’s one of the questions I ask when you move into a role – how have you been at managing people? How do you communicate to people? We’re going to have a lot of people up underneath these managers that have the technical expertise, the knowledge base, to do the daily job, but when you become a senior level, whether it’s a Vice President, Division Manager or Senior Manager, it’s people skills. So that would be the number one trait. Obviously, there’s many other things that go into the qualifications to move into a job, but it’s people skills.
Phil: Well, let me take that broad based question and ask it in a more direct and more personal standpoint. You mentioned to the group earlier that you’d been with the company – I think you said – thirty-two years?
Mike: Thirty-two years.
Phil: Thirty-two years, same company, young man, started early in your career and here you are in the middle part of your career. Maybe even approaching the latter stages of your career or getting closer there, what do you going from a salesman in the business to now the CEO suite, what did you attribute, again, the top one, two, three things for you personally? What is it that you learned that brought you from where you were to where you are today?
Mike: Okay, let me sum this up and I’ll kind of worked backwards. You have to trust other people in the company and let me say what I mean by that. When you’re first promoted into a management position and you’re usually coming out of a field, you tend to be much more hands-on because that’s how you’re successful being a sales rep or a branch manager is you move into manager roles. You have many, now, different people working for you. Initially, most people take the same approach of being very hands-on because that’s the way they’ve been successful when in many times you have to back away.
You have to learn how to delegate and you have to learn how to communicate. That gets back a little bit to what I said earlier about the people skills. How do you communicate with people? How do you delegate with people and not be where, I’ve always said, where people feel that you’re looking over their shoulder. If you can do that and create that team concept and support people rather than being the doer, then it works well. I had to learn that the hard way. I mean I was very young when I got the opportunity to become President. I was forty years old.
Phil: Forty years old, wow.
Mike: I was forty years old, was offered the opportunity to be Helena, very grateful, but I was inheriting, at that time, about a billion dollar company and I was forty years old. Many people asked me, “What did you do to prepare?” Well, there was no preparation.
I told them I would do it because I had enough confidence, when you’re younger. I said, “Look, I’m going to try this and I think I can do it.” Did you have formal training? No. I told people I came out of the field. I was a salesman at heart. I loved dealing with people and I had a desire to succeed. I wanted to succeed. There were a lot of things that drive you and you just say, “Okay, I’m going to do that.” Then you learn, so I kind of learned on the job, so to speak, and I’ve been in the job now for sixteen years. So when I first took it, I said, “Well, we’ll see how long this will last,” because you don’t really know when you’re a forty year old and you take over a company. How long are you going to be able to get along with your shareholders and your stakeholders in the company, but you learn by that and I’ve learned a lot.
Now, what I want to try to do is share what I’ve learned for the generation, so the next guy that sits in my seat doesn’t have to do it the way I did it. Not saying it can’t be done, but we’re a much more complex company today. We’re not a billion dollar company anymore. We’re almost a $4 billion dollar company. We’re so much more diverse. We have so many more employees, so the transition should be different.
Phil: Well, then let me ask you one final question and this question will be on the heels of the comment you just made. You said, “I’m trying to help the next person to know how to do it a little bit differently.” For the people that may be watching and who may have the desires to grow their own career past where they are right now, maybe not to a CEO suite at some point, but to somewhere beyond where they are, what would you suggest to them that they need to do almost immediately that would move them toward whatever that goal or level in their career might be?
Mike: I think it’s making it known what you would like to do because when you have a lot of people in the company. If I know, as the CEO of Helena, people have a desire to want to do more, to move into a management role, I encourage them to tell me that. Believe or not, you remember these things. You remember these individuals because when you’re part of a mass group, there’s so many talented people. Obviously, working hard and achieving success and being one of the top people in the company, certainly, that’s an advantage, but also making it known because don’t take it for granted that people know what you want to do and I think that’s what I’ve always encouraged people.
If someone wants to have an opportunity to work in California, as an example, let us know that or if you have an opportunity to work in a certain segment a bit, let us know that or if you have a desire to be one the senior executives, let us know that. We need to know because, again, we have to identify. Again, when you have a lot of people like that, you have as many individuals as we have, it makes it more difficult. I’ve asked that and people have told me that. In my mind, I know there’s certain individuals now that have that desire to be the next Vice President or the next President of Helena and we’ll do everything we can, I’ll do everything I can to give those opportunities.
All the best,
Phillip Van Hooser