Tomorrowts leadership

A s we Npen the end of the first half of the year, I must admit to being a little puzzled as Ato where we all are. Based on my calls, there's no doubt business is better and the industry is healthier, but housing stalts are not quite where we expected them to be. At the end of the first quarter, starts were slightly up, but we do not seem on track for the 1.1 million starts most economists had projected for this year-although a bad winter surely had some impact. April's numbers (1.05 million) are a little more promising, although growth clearly is multi- instead of single-family. Fingers are crossed for the second half. We are also seeing a spurt this year of mergers and acquisitions, as I had predicted earlier. Time will tell if this is good or bad.

Last month ("What Do You Want to Be When You Grow Up? i' P.6), I brought up the question of where our future leaders will come from. The same question should be asked a different way regarding how do you position yourselves for leadership if you are just starting out or wanting to move up the corporate ladder.

As a business owner, and as I get older, I know that I sometimes tend to dwell on the past instead of embracing the future. Equally, managers of tomorrow perhaps must first understand why things are today what they are before they can understand where to go in the future. My own feeling is that some of the old business values we had are still valid in today's world, whereas others have gone or may have to go the way of the dinosaur.

Whether you want to be a leader in your current company or a new one in the future, perhaps even your own, I would urge you to learn to walk before you start running. Fully understand how a business grows, why it can sometimes die, and what it needs to be able to continue growing into the future. The best thing you can do for yourself is grab on to mentors (often developed from attending industry and association meetings, as well as from within your own company). Build a wide range of people you can call for advice or insight both in and out of the industry. Find people who can and will help you. This industry is studded with people only too willing to do that.

You have to be trusted at every level of your organization. Keep to your words and live up to your and your company's values. Stay away from the incessant downers present at many companies. Stick with people who are talented and have a great track record. With your customers (or those you interface with) learn all you can about their business-make it more of a partnership than a sale to a customer. I have learned that word partner bandied around, but in most cases it's pure lip service. Be a real partner!

Even in the bad times, stay optimistic (reasonably so) and keep those around you up there with you. Always see the bright side to a storm and keep your head open to change. I love that British song, "Always Look on the Bright Side of Life."

Something I still struggle with is staying patient. But most good things do not happen overnight and it's not generally of the real world for that to happen. Give people and new projects a chance to succeed. Slow, steady change and success will build confidence and, frankly, less worry than having a blockbuster success that cannot be managed.

I am a career risk taker-sometimes good, sometimes bad. But on the plus side' I wouldn't change even the bad decisions I've made. In business you need to have an instinct that can help predict success. That means doing your homework first, but also making mistakes. You can't be ight IOOVo of the time unless you take no risk. Perhaps the greater risk is taking no risk at alM have worked for bosses who were ditherers. Make decisions promptly and don't water them down to appease everyone. Push for the best solution. Often decisions, even if not quite the best solutions, can be modified as time goes on.

Over the years, I have seen the wrong people get promoted or praised for ideas they had not thought of (nor ever could have dreamed). They were good at taking credit for someone else's ideas and skills' Learn to document, document and document. Keep good records. Having a good trail makes perfect sense

Lastly, learn everything there is to know about your competition-whether it be asking customers, observing them at trade shows, walking in their stores, listening at industry events. Do not be surprised by what they announce-try to know what they are doing so you are not in a defensive mode when the news hits.

As the industry grows again, there will be opportunities unlike anything we have seen the past seven years. Be ready for when that phone rings and opportunity arises. Make sure it is you they call!

Alan Oakes, Publisher aioakes@aol.com www.bu ilding-products.com

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