Jerry Harris understands that when one door closes, another one opens.
When the president and CEO of Harris Battery founded the company in 1979, it sold automotive batteries but Harris soon chose to explore other niche markets.
Today, the Bolivar-based business sells to golf cart manufacturers and to the boating industry, as well as to the government, hospitals and retail stores that demand environmentally-safe indoor batteries — a trend that Harris anticipates will help grow his business.
The company employs 40 people at six regional distribution centers, and Harris projects 2006 revenue of $20 million.
Smart Business spoke with Harris about how he implements technology and manages change.
How can tracking sales in real time benefit a business?
You know from hour to hour how the day is going. We don’t micromanage our business, but we know if everyone is performing. We have our goals on what we want to sell every day, and we can see exactly what is happening.
If you know where you are, then you can increase accountability and responsibility. It’s just a tracking device, and it brings accountability to the branches. That kind of scoreboard keeps you invigorated and attentive to what your business is doing.
Even though we are a small company, we can compete with larger companies toe-to-toe using technology because managing our business is about the sharing and timeliness of information, and information is power.
What role does management play when it comes to competition?
The management of the company has to really keep their eye on the ball. They have to look for that niche market because you need something that sets you apart from the average bear, that separates you from the competitors.
If you can find that, you just have to concentrate on your business. One has to really motivate oneself. You have to have a passion for your business. You have to wake up every morning looking forward to going to work.
We never think in terms of yesterday. Our conversation is more about fast-forwarding three or five years, trying to anticipate change and trying to be prepared for the future.
How do you motivate employees?
At the last sales meeting that we had, I drew two concentric circles on a white board. I explained to employees that the inner circle is where they are now, and the outer circle is where they need to be.
How are you preparing yourself today to get to the outer circle, which is maybe six months or a year away, and after you’ve attained that growth, how do you prepare yourself for the next six months or year?
It’s a continuous process of working with our folks and helping them grow. It’s amazing what it does for people.
What is the most important trait for the leader of a growing company to exhibit?
Caution. You can’t allow enthusiasm to let you make financial decisions that are not prudent. You have to continuously check yourself from a financial standpoint to make sure you are not becoming imbalanced and overextending yourself.
You have to have all of the information about what’s happening with your company. You can’t run a company without financial information. This gut feeling only goes so far, and then it’ll put you into bankruptcy.
How do you manage change?
I read everything I can get my hands on. I’m not only looking at our industry, I’m looking at other industries. By being aware and on top of global issues, we’re able to react to them with products that are going to be cutting edge from the standpoint of what’s required and what people want.
We view business as a chess game, and we’re always anticipating next move. We’re making our moves based on future moves.
How do you create relationships with your employees, customers and suppliers?
We have a good management team, and we have longevity in our business. It comes down to emotional intelligence and social intelligence, which is about connecting with people — treating people right, positively and with respect; watching and helping people grow; nourishing them; and making sure as the company grows, that every individual who has the ability grows with the company. We try not to leave anyone behind.
Do you have any advice for other owners of growing companies?
All companies go through cycles. There are bumps in the road, but don’t give up. Maintain the positive attitude.
We pay a lot of attention to detail, and we work hard to relate to all of our employees and customers. We have relationships with customers that go back 28 years — some of the original folks that we sold — so we’re doing something correctly.
HOW TO REACH: Harris Battery, (800) 367-7670 or www.harrisbattery.com