“The single biggest thing I’ve learned,” says Andrew Oland, Moosehead’s president and CEO, “is that family businesses are making decisions for the long term. It’s all about longevity.”
“The number one thing I learned was how to look myself in the mirror and be honest with and assess myself as a leader. Putting into practice that one lesson is what turned around our company culture. Becoming a more effective leader changed our business and now I’m fostering leadership in my people,” says Mr. Audia.
“We want to be different, to be the best,” Mr. Horne says of both how his team deals with client needs, and the company’s larger strategic plan. “We’re trying to challenge conventional thought and not accept the status quo.”
“I have a theory that you can’t live long enough to make all the mistakes yourself. It’s wonderful to get together as a group and use each other’s ideas and thoughts. Soon enough you come across an issue that one of your fellow TEC members has already dealt with,” said Ms. Scott.
Mr. Meggy attributes the growth to both business savvy as well as a strong corporate culture, which includes treating employees well. That, he says, translates into a stronger business operation and, in turn, happy, returning customers.
“One of the loneliest jobs out there is CEO, because of the nature of the position,” Mr. Hiles says. “They are responsible for virtually everything that happens in the organization. For a lot of them, with the most difficult decisions they have to make, there isn’t anyone to talk to.”
Once a month since last summer, 16 members of the leadership team at MDS Aero Support Corporation have been taking the time to spend an entire workday together.