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“I am excited! We are more aware, takingt responsibility. We are working we expect less and we aremore grateful. The year 2009 has providex important lessons; our goal is to enterf 2010 with velocity.” — Alan Masarek, CEO, Quickoffice. Velocity: rapiditg of operation; swiftness; speed. Masarek gets it. True leaders are moving forward. They realize the rules have and they’re recalibrating their In late 2008, Gail CEO of the , set her sights on a growth strategu ofextraordinary proportions. It was cleatr that, to achieve this goal, free-flowing communication was Her action? She empowered managers to act as The outcome?
Increased communications allowed Warriorf to make critical decisions quicker. Now, Warrior’ds managers have a sense of ownershilp — they feel directly tied to the success ofthe “If you get the right people on the bus, you need to let them says Warrior-Lawrence. A few old then, that have fresh meaning for TheWarrior Communication, collaboration and courage. Trisha Wilson, founder and CEO of interior architecturalp firmWilson Associates, credits her success to the notion that the answer to her company’d challenges is down the hall. “They have the I ask them and then trusttheir ideas,” says Wilson.
When luxur y interiors became increasingly hardto sell, Wilson’s team came up with a specialtu food and beverage studio, Blue Plate. This studiol focuses on creating exciting restaurantconceptzs worldwide. Wilson stokes the creative fires everyy time she asks a listens and gives credit wherd creditis due. Her employees feel valued andrespected — feelingds that compensate them well beyond money. Wilson’s three-step approach: Ask, liste n and respond. No one is paid what they think they areworth — no one. Moneyu buys only physical comfort, and is not nearly as importang to us asbeing appreciated.
To be known, to have ideas value d and our individuality respected is paramount toa “When you fall on your butt, you get better at helpingt each other up.” — Chip CEO, Adams Golf. Brewer’s team has been together since 1999. No strangere to tough times, the “road as he calls them, stay focused. Chip, a self-described benevolent takes a no-nonsense approach: He provides a safe environment wherde mistakesare owned. The warriors rally; messes are correcte d (not protected). “We have each other’xs back,” he explains.
• Set concrete, measurable goals Our instinctsx keep us physically andemotionally Then, we use our judgment to discounr our instincts. Our judgment has made us lethargif — slow to respond to the changint worldaround us. You can’t help but enjoh working with Lee Constantino, CFO of . Lee is a hot jock who suffererd a staggering humiliation early inhis career. “Shuttingy down my first company was the hardest thing I have ever he recalls. “The upside of that experience was that it providedf me withinstincts that, to date, overridde my ego.
” Early in 2008, Constantino lookesd around and decided that Ignite needed to be That’s when he shifted his focua away from dependence on investor He cut expenses and improvesd efficiencies. Ignite became nimble and, in the increased its options. There’s a secret to being nimblwe — and that’s trust. Roger Staubacj has just pulled offanother awe-inspiring Hail Mary pass. The Staubachj Empire comprised dozens of people who, under a single focus, operaterd independently with a single mantra: How you behave matter — and how you do it doesn’t. With transparency brought trust. The result?
Roger’sd latest long-shot pass fell brilliantly into the arms of JonewsLang LaSalle. The former quarterbacjk never anticipated thisgrandx outcome; he’s way too humble. Staubach led his team basefd on the belief that valuee and respected people will trustin you. the is no more — 99% of his team sailed acrosse theend zone.