A senior leader managing nearly $1 billion in revenue explains how he builds teams of strong sub-leaders. He learned leadership through trial and error, and stresses two practices: clearly explaining the why behind decisions and having patience with people's growth.
When you're at that level and you've got business units under you, what kind of revenue were you responsible for at the end? Almost $1 billion. $1 billion. Okay. So in order to do that, I mean, you had to have a team of lieutenants. I don't know what you would call them. And so that's a skill set you had to develop in order for you to be the lead guy over all these other probably fantastically skilled, qualified people.
Yeah. You develop that by experience.
That was my next question is how do you develop it? Yeah.
You try it. You say you have an idea early on and you say, I want to just like like it happens in this business. I want to go here, it doesn't work. And you have to get that mirror out and you got to look at that mirror. Okay, I'm the leader of this, that team, and it didn't work. What do I need to do better? Well, maybe I didn't lay it out.
Maybe I didn't give the why behind the what and I was impatient.
I didn't finesse it enough. I didn't, you know, maybe I had a group, I laid it out in a group where I should have done it individually. So you're learning all these different skills on how to do
