When Larry Armstrong
and Jim Williams
bought Ware Malcomb in 1992, Armstrong knew they
had a challenge on their
hands.
The real estate market was
struggling, and the commercial design firm hadn’t diversified enough to be ready for
the downturn. Somehow,
Armstrong needed to convince employees that better
days were ahead.
“Believe in yourself,” says
Armstrong, the company’s
CEO. “Be willing to not give up
and to do whatever it takes.”
Belief can only take you so
far, however, and Armstrong’s
ability to gain active followers on the path to recovery
through transparency and
open communication helped
the firm find a level of success that has endured as
Ware Malcomb recorded 2007
revenue of $49.7 million with
about 215 employees.
Smart Business spoke with
Armstrong about how to get
your employees engaged in
your vision to move your
company forward.
Q. How do you begin a
turnaround?
Have a vision for what you
want. Set some parameters or
guidelines of what the mission
is. Having a plan on paper is
very powerful. People buy in
to such a thing when they participate in the creation of a
plan. It becomes a very
defined mission.
Set an example for your people of continuous personal
growth and hard work. Set the
tone at the top for what you
are trying to accomplish.
Whether you are comfortable
with it or not, people look up
to you and can either get positive energy from you or negative energy. It’s kind of your
choice when you’re the leader.
Express a belief in your people and the successes they
have and acknowledge their
successes. Create opportunities for people to rise up and
stretch and grow.
Internally, there’s a lot of
cheerleading that goes on,
encouraging each other,
whether it’s a promotion or an
acknowledgement at a
company event or a
companywide e-mail.
Q. How do you get
people to believe?
Understand each person and what they are
passionate about and try
to provide opportunities
to them that fit the company’s mission but also
what that particular person may be passionate
about. Recognize that,
and channel that energy.
Direct reports and
group leaders have programmed time and oneon-one sessions to make
sure that they are checking in with their people,
encouraging their people and
understand what each person’s growth goals may be.
What aspect of the business
are they passionate about —
where they would like to grow
and learn more?
Be transparent. You say,
‘Look, we’re in this situation. It’s
ugly, and it’s tough. But here’s
our plan. Here’s how we’re
going to get through it. Here’s
what we’re trying to do, and
here’s what we want you to do,
and here’s the help we need
from all of you to get there.’
Be open and honest with
people and let them know
what it is you are trying to do
and ask for the help to get
there. Talk to people in a group
and talk to them individually.
