I s s u e 1 0 | fa l l 2 0 1 2 | w w w. I c a r r y t h e b a g .

c o m

daTa poin1Ts e 6
pag

The OTher eighT QuesTiOns

Linkedin

The Top 5 energy drains
impacTing YOur prOducTiviTY

CompLianTLy? The hearT
Of a WhOlesaler

greaT presenTaTiOns,

MAking 2012 YOUR CAREER YEAR!

BY MARK C. CRowlEY

my Life profoundLy Changed soon afTer washingTon muTuaL bank faiLed and was insTanTaneousLy soLd To jp morgan Chase. In the summer of 2008, I was in charge of
Sales Leadership, Marketing and Communications for WaMu Investments, Inc. My division had achieved record revenues and profits the year before, and I’d been named its Leader of 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 fleeing and a stock price plummeting, federal regulators seized the bank to the shock of us all. As a rare example of the government’s capacity for efficiency, the Federal Deposit Insurance Corporation found 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-four hour period. It was a surreal and distressing experience. 14 | FALL 2012 | I CARRY THE BAG

For a lot of reasons, most notably because the leading role I had at WaMu disappeared, I decided the sudden career crossroad I faced was a sign from the universe to change directions and go do something else. After leaving Chase, I passed on a few immediate offers to return to investment sales management. The opportunities were great, but I knew I didn’t have my heart in them. Instead, I took a few months to decide my next move and finally began telling close friends and family that I planned to spend the next year writing a book. The truth is I’d been dreaming about writing a book for a long time. More specifically, I wanted to write about certain uncommon leadership practices that I’d discovered had an incredible effect on people and upon their job performance. From my own direct experience, I’d learned and refined four disciplines that had the effect of driving unusual commitment and productivity. Collectively, they influenced people to be more loyal, more engaged, and routinely more highly achieving than their peers. I wanted to share all I’d mastered in my book.

I spent nearly nine months building a clear outline for the book and it was exciting to see the organization unfold. But I remember working one day and having the thought that I needed to fully explain why these practices were so effective – why they worked for me, and why they would work for others. In that moment, I realized my book could be perceived as entirely anecdotal without that thorough explanation. My first subsequent insight was that I’d spent over two decades successfully managing people without ever giving that question much thought. I took all the success as validation that I was doing things right and probably left it at that. But my second insight had the potential of ending my hopes of writing a book. One morning it just hit me that what I’d been doing all along was affecting the hearts of people. How I made people feel, in other words, was the secret sauce. My employees could tell that I genuinely cared about them, their growth, and their personal contributions and, for 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 of bringing any degree of heart into leadership was perceived to be laughable by many people in business. We’ve all essentially been taught to believe that leading with heart is a feel-good approach to management that only ends up acting like kryptonite on performance. 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 friends that I was giving up the project and effectively had wasted a year of my life. A book about leading from the heart, I was convinced, was dead on arrival. But a few days later, I had a sudden fantasy that there might be some research or even science which could help confirm what I already knew to be true. So I went looking. Almost immediately I found astounding validation and became inspired to uncover even more. I dedicated almost a full year more to this quest – a year, it turned out, very well spent. Tied to all I learned, the book I ended up writing now has the very real potential of changing workplace leadership as we know it. If you haven’t guessed it yet, my prime conclusion is that truly effective leadership requires a balance between minds and hearts. It’s simply irrefutable that the reason leadership is failing in the U.S. (55% of

one morning iT hiT me ThaT whaT i’d been doing aLL aLong was affeCTing The hearTs of peopLe. how i made peopLe feeL, in oTher words, was my seCreT sauCe.
all workers hate their jobs and the percentage of happy and engaged people has fallen every year for a generation) is because it lacks heart. If you’re interested in learning more, or even reading the book, there’s a link to more information via my website below. But knowing most of you reading this are professional wholesalers, (sales leaders) I want to share the main discovery I made and then list a few ways you can immediately apply this knowledge to drive up your production: Greatest Motivator — Yes, of course, money is important to all your brokers and earning as much as they can is a big reason they chose their profession. But don’t be confused that this is the only reason they work. The best reps I ever worked with had far higher aspirations. 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 perform. How can you help every broker that you support find fulfillment in his or her work? This is a question you should be asking every day of the week.

2 Remember, Money Is No Longer Our

The hearT is inTeLLigenT and greaTLy infLuenCes human behavior
For 300 years, science believed that the human heart performed one and only one job– it acted as a blood pump. This conviction inherently ignored hundreds of metaphors in our language that have endured for centuries and imply the heart is a source of great intelligence. We say, for example, “Learn it by heart;” “Change of heart;” and “Follow your heart.” It’s only recently that medical science has discovered it was wrong. New research proves the heart has its own “brain” that informs the mind. What people feel in their hearts, therefore, has enormous influence on human motivation and performance. The grand conclusion is that appeals to our hearts and not our minds inspire our greatest achievements. Consequently, leadership gestures that affect the heart have the utmost impact on employee performance.

3 ways you Can puT This informaTion To immediaTe use:

Sales They Bring You and Ensure They Always Know How Much You value Them —This idea probably sounds like Sales 101, but the truth is that recognition is the heart’s currency. If I’m a broker who just sold your product, I love knowing you are pleased and grateful. But when I don’t hear from you, I start believing my work doesn’t matter much to you. My experience is you can’t thank people enough. And tied to all you learned about each rep individually (#1 above), the more personal your form of recognition the better. If I did something special and you sent me a new Van Morrison CD, a Padres’ t-shirt or almost anything related to New York, you’d impress me greatly that you knew what I loved and thought enough about me to take the extra step to get it for me. I will remember that a lot longer than a steak dinner, I promise you. Your brokers will too.

3 Thank Brokers Constantly for the

1 Build Personal Relationships With Your Brokers — I’m not suggesting you have them over for Sunday dinner, but spend time learning about what makes each rep tick. All human beings – including fully-commissioned sales reps – need and want to know that the people their efforts 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.

Mark C. Crowley is a graduate of the University of California, San Diego, in addition to the Pacific Coast Banking School at the University of Washington. He holds five investment securities licenses (Finra Registrations) and also is a licensed California Real Estate Broker. Born and raised in Garden City, New York, he now lives in La Jolla, California with his wife and son. He’s a devoted fan of Van Morrison, great books and the San Diego Padres. Follow Mark on Twitter @markccrowley or visit his website at www.markccrowley.com.

I CARRY THE BAG | FALL 2012 | 1 5

Just another great tip I picked up at Wholesaler Masterminds…

Sweet new laptop, Johnson!

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

www.wholesalermasterminds.com
2 8 | WINTER 2012 | I CARRY THE BAG

I CARRY THE BAG | SUMMER 2012 | 3

Master your semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master your semester with Scribd & The New York Times

Cancel anytime.