Basic HTML Version
May/June 2012 –
BizVoice
/Indiana Chamber
67
LARGE COMPANIES
What Are the Keys to Leadership of a Best Places to Work Organization?
By Mark Robison, Chairman and President, Brotherhood Mutual Insurance Company
A
t the heart of every excellent workplace is an engaged group of employees – people who contribute
more than their time to an organization. At Brotherhood Mutual, we are very fortunate to have
people who are committed to the company’s mission and who know their roles are important
in carrying out that mission. I feel very blessed to be a leader of such dedicated people.
The efforts of our leadership team are focused on three key behaviors that I believe have the
greatest impact on sustaining our culture of excellence: be transparent, avoid self-reliance and strive
to change the world.
Honesty is the best policy
Leaders need to be transparent with their staff. Anyone who isn’t comfortable with this idea really isn’t ready to lead.
Some leaders may be fearful of sharing too much but, aside from what’s confidential, I believe employees deserve to hear the
truth. It’s especially important for senior leadership teams to all be on the same page so that everyone hears, understands and
shares the same messages. My philosophy is simple: Employees can ask me what they want, and I’ll do my best to answer
them honestly. If I don’t know the answer, I’ll ask a team member to fill in the information I don’t know.
Better together
Leaders need a support system and behind every good leader is an excellent leadership team. I am very direct and very
honest with my team. We don’t always agree – their perspectives are sometimes very different from my own. I rely on their
expertise, because the decisions we make affect the life of the company. I don’t believe in the idea that I have the answers and
I make the decisions. Self-reliance has no place in successful leadership. Leaders should build their teams with people who
will speak the truth when they need to hear it and who they can trust to help make smart choices.
Strive to change the world
I encourage my team to dream bigger than the status quo. Leaders have to be willing to entertain uncommon ideas,
and then, together, build a plan that will bring those ideas to life. Leaders have to be willing to hire people who
can help them move the needle toward the vision, and they need to be sure to treat their people well. It’s a very
simple idea, but “do unto others as you would have done unto you” has proven a very successful approach for
our company.
Build your team and determine your vision together. Then share it. This is my philosophy, and it’s
the one I use to lead Brotherhood Mutual.
A Winner’s
view
Mark Robison
What do you most look forward to in coming to work each day?
“I look forward to entering a culture that is courteous
and caring. Coming into work every morning you
are greeted with: ‘Good morning,’ ‘How are you?’
‘How are your babies?’ ‘After you,’ ‘Thank you’
and ‘Have a great day!’ All interactions are
heartfelt and genuine. It is almost like I am in a
different culture from my typical experiences in
the general public. Walking into work and being
surrounded by the wonderful associates of HRH
makes my work day much more enjoyable!”
Jayme Kramer, Human Resources Generalist,
Hancock Regional Hospital
“Simple. Our people. We are so fortunate to have
incredibly smart and passionate people at KSM
who are committed to their fields of work and
their clients. We also have leadership who are
open minded, collaborative and willing to let our
entrepreneurial spirit shine through, no doubt
exemplified by the many committees we have in
place. Add to that a beautiful work environment,
great perks and many social activities, and I can’t
imagine better.”
Jim Nestor, Director of Human Resources,
Katz Sapper & Miller