crowley article fall2012

7/31/2019 Crowley Article Fall2012

1/5MAking 2012 YOUR CAREER YEAR!

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2/5

B Y MA R K C . C R o w l EY

For a lot o reasons, most notably becausethe leading role I had at WaMu disappeared, I

decided the sudden career crossroad I aced was

a sign rom the universe to change directions

and go do something else.

Ater leaving Chase, I passed on a ew im-

mediate oers to return to investment sales

management. The opportunities were great,

but I knew I didnt have my heart in them.

Instead, I took a ew months to decide my next

move and nally began telling close riends and

amily that I planned to spend the next year

writing a book.

The truth is Id been dreaming about writing

a book or a long time. More specically, I want-

ed to write about certain uncommon leadership

practices that Id discovered had an incredible e-

ect on people and upon their job perormance.

From my own direct experience, Id learned and

rened our disciplines that had the eect o

driving unusual commitment and productivity.

Collectively, they infuenced people to be more

loyal, more engaged, and routinely more highly

achieving than their peers. I wanted to share all

Id mastered in my book.

In the summer o 2008, I was in charge o

Sales Leadership, Marketing and Commu-

nications or WaMu Investments, Inc. My

division had achieved record revenues and

prots the year beore, and Id been named

its Leader o th e Year.

While it was clear to anyone with a pulse

that WaMu was in serious trouble, no one I

worked with was imagining what inevitably

occurred. Seeing loan losses accelerating,

depositors feeing and a stock price plummet-

ing, ederal regulators seized the bank to the

shock o us all.

As a rare example o the governments capac-

ity or eciency, the Federal Deposit Insur-

ance Corporation ound a buyer, and handed

over the keys all on the same day it declared

WaMu insolvent. It was like watching your

mother suddenly die and be replaced by a new

stepmother, in just a twenty-our hour period.

It was a surreal and distressing experience.

my Life profoundLy Changed soon afTer washingTonmuTuaL bank faiLed and was insTanTaneousLy soLd To

jp morgan Chase.

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3/5

I spent nearly nine months building a clear

outline or the book and it was exciting to

see the organization unold. But I remember

working one day and having the thought that I

needed to ully explain why these practices were

so eective why they worked or me, and why

they would work or others. In that moment, I

realized my book could be perceived as entirely

anecdotal without that thorough explanation.

My rst subsequent insight was that Id

spent over two decades successully managing

people without ever giving that question much

thought. I took all the success as validation that

I was doing things right and probably let it at

that. But my second insight had the potential o

ending my hopes o writing a book. One morn-

ing it just hit me that what Id been doing allalong was aecting the hearts o people. How I

made people eel, in other words, was the secret

sauce. My employees could tell that I genu-

inely cared about them, their growth, and their

personal contributions and, or all that, they

rewarded me with consistently amazing results.

Gaining this clarity might seem to be good

news, but it actually made matters worse. I knew

that the idea o bringing any degree o heart

into leadership was perceived to be laughable by

many people in business. Weve all essentially

been taught to believe that leading with heart isa eel-good approach to management that only

ends up acting like kryptonite on perormance.

Honestly, this new insight had me thinking

that my book writing days were over. I started

playing out in my mind how I would tell all

my supportive riends that I was giving up the

project and eectively had wasted a year o my

lie. A book about leading rom the heart, I was

convinced, was dead on arrival.

But a ew days later, I had a sudden antasy

that there might be some research or even sci-

ence which could help conrm what I already

knew to be true. So I went looking. Almost

immediately I ound astounding validation

and became inspired to uncover even more. I

dedicated almost a ull year more to this quest

a year, it turned out, very well spent.

Tied to all I learned, the book I ended up writ-

ing now has the very real potential o changing

workplace leadership as we know it. I you havent

guessed it yet, my prime conclusion is that truly

eective leadership requires a balance between

minds and hearts. Its simply irreutable that the

reason leadership is ailing in the U.S. (55% o

all workers hate their jobs and the percentage o

happy and engaged people has allen every year

or a generation) is because it lacks heart.

I youre interested in learning more, or

even reading the book, theres a link to more

inormation via my website below. But know-

ing most o you reading this are proessional

wholesalers, (sales leaders) I want to share the

main discovery I made and then list a ew ways

you can immediately apply this knowledge to

drive up your production:

The hearT is inTeLLigenTand greaTLy infLuenCeshuman behaviorFor 300 years, science believed that the human

heart perormed one and only one job it

acted as a blood pump. This conviction inher-

ently ignored hundreds o metaphors in our

language that have endured or centuries and

imply the heart is a source o great intelligence.

We say, or example, Learn it by heart;

Change o heart; and Follow your heart.

Its only recently that medical science has dis-covered it was wrong. New research proves the

heart has its own brain that inorms the mind.

What people eel in their hearts, thereore, has

enormous infuence on human motivation

and perormance. The grand conclusion is that

appeals to our hearts and not our minds inspire

our greatest achievements. Consequently,

leadership gestures that aect the heart have the

utmost impact on employee perormance.

3ways you Can puT This infor-maTion To immediaTe use:

1Build Personal Relationships With

Your Brokers Im not suggesting

you have them over or Sunday dinner, but

spend time learning about what makes each

rep tick. All human beings including

ully-commissioned sales reps need and want

to know that the people their eorts are

supporting have a genuine interest in them and

their success. So, make time to understand

what motivates every person and demonstrate

that you authentically care about more than

your commissions.

2Remember, Money Is No Longer Our

Greatest MotiatorYes, o course,

money is important to all your brokers and

earning as much as they can is a big reason they

chose their proession. But dont be conused

that this is the only reason they work. The best

reps I ever worked with had ar higher aspira-

tions. They wanted to change their clients lives,

to build broad and deep personal competency.

They sought to teach and develop reps under

them to grow and perorm. How can you help

every broker that you support nd ulllment inhis or her work? This is a question you should

be asking every day o the week.

3Thank Brokers Constantly for the

Sales They Bring You and Ensure

They Always Know How Much You value

ThemThis idea probably sounds like Sales

101, but the truth is that recognition is the

hearts currency. I Im a broker who just sold

your product, I love knowing you are pleased

and grateul. But when I dont hear rom you, I

start believing my work doesnt matter much toyou. My experience is you cant thank people

enough. And tied to all you learned about each

rep individually (#1 above), the more personal

your orm o recognition the better. I I did

something special and you sent me a new Van

Morrison CD, a Padres t-shirt or almost

anything related to New York, youd impress

me greatly that you knew what I loved and

thought enough about me to take the extra

step to get it or me. I will remember that a lot

longer than a steak dinner, I promise you. Your

brokers will too.

Mark C. Crowley is a graduate o the University o

Caliornia, San Diego, in addition to the Pacifc Coast

Banking School at the University o Washington. He

holds fve investment securities licenses (Finra Registra-

tions) and also is a licensed Caliornia Real Estate Bro-

ker. Born and raised in Garden City, New York, he now

lives in La Jolla, Caliornia with his wie and son. Hes

a devoted an o Van Morrison, great books and the San

Diego Padres. Follow Mark on Twitter @markccrowley

or visit his website at www.markccrowley.com.

one morning iT hiT me ThaT whaT id been doing aLLaLong was affeCTing The hearTs of peopLe. how i made

peopLe feeL, in oTher words, was my seCreT sauCe.

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4/528 | WINTER 2012 | I CARRY THE BAG

Sweet new laptop,

Johnson!Just another great tip

I picked up at

Wholesaler Masterminds

Wholesaler Masterminds specializes in peer group and individual coaching

for wholesalers and managers. Our laser focus is on practice management ideas

that allow our clients to realize their career, income and personal goals.Contact us today for a complimentary discussion: 888-508-5010

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5/5I CARRY THE BAG | SUMMER 2012
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crowley article fall2012

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