Terrance Williams, President and CEO of TruStage.
One of the most inspiring parts of my first full year as CEO of TruStage was learning more about and becoming a greater part of our community internally, with our partners and in the greater Madison, Wisconsin, area.
When I reflected on the year, not only did I come to understand what motivates the people of my company, but I also realized the principles that were guiding me in my new role were the same ones that have been most important throughout my career. So, while my company, city and title were all new, my first year was the perfect opportunity to put everything I have learned to the test.
Meeting People Where They Are
We often talk about the notion of meeting people where they are, especially in insurance, but I’ve found it applies to almost everything in life—including leadership. I have worked at a variety of organizations, each with its own pace, working style and culture.
Fast-paced environments often seem more comfortable with frequent change, whereas in more traditional or stable settings, change can feel disruptive or unexpected. While each of these contrasting cultures has its benefits, my first year as CEO reminded me just how important it is to understand exactly where your employees stand on that spectrum of change.
In other words, how will people react to change, and how can you bring them on the journey with you? It is important to meet each individual or team exactly where they are and adapt your approach so that every level of the organization feels empowered to lead through change.
Creating The Culture You Want To See
Culture is the fuel that powers an entire company. Without a strong company culture, employees might feel lost or withdrawn and cannot rally behind the company’s mission.
When I first joined my company, I was immediately drawn both to the culture and the purpose the company stood for. I grew up in South Carolina, in a middle-market family led by an educator and a construction worker. I know firsthand just how challenging it can be for middle-market Americans to access the financial services and guidance they need. Our mission of being there for those who come from working families of modest means and making financial services accessible to all became a critical part of the next chapter of my professional journey.
Our caring culture is oriented around our mission—around helping protect people, preparing them for the future and picking up the pieces when the unexpected occurs. At the start of company meetings, we play customer service calls where we all hear firsthand how our products or teams supported people during their time of need. We play these calls to show—and not just tell—the value of our work. You can feel the energy in the room during those moments.
During times of change, culture can be put to the test—something I have witnessed many times throughout my career. Culture can also shift in real time, which is why it is so critical for leaders to understand their organization not just on paper, but in practice.
Catalog the norms and values of things that are working well and that you want to cultivate, but also identify areas for improvement and clarify how the team can work together to accomplish its goals. How you’re getting the work done is equally, if not more, important than the work you’re doing. Culture is the key that can unlock new doors and opportunities to keep the company moving in the right direction.
Giving Others Space To Speak Up
Someone told me long ago that the leader at the table should try to be the first person to smile, the last person to speak and the person to ensure alignment on deliverables or goals at the end of the meeting. Why?
Well, to start, the leader sets the tone. A friendly smile and a welcoming message can go a long way to calm nerves or remind everyone of the common goal. When it comes to being the last person to speak (and trust me, I know how hard this is!), if the CEO puts out an idea at the outset of the meeting, often most people will agree with it. This can shut down conversation that would have led to the team’s honest perspectives and feedback, which curbs innovative and creative thinking.
Yet, it is critical that before leaving the room, a leader provides clarity. By reinforcing the group’s shared understanding and collective expectations, the leader positions the team to unite, commit and move forward. This is a powerful way of caring, listening and collaborating as a team—while also keeping each other accountable.
Final Thoughts
Many of us have lived several professional lives, learning different ways of working, thinking and collaborating based on the cultures we have encountered—and we can take valuable lessons away from each of these experiences. As the saying goes, “History does not repeat itself, but it often rhymes.” In nearly 40 years, many of my most important career lessons remain as true and important as ever.
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