Jeremy Allen is the President at Vanco Commercial Service. Early in his career, Jeremy experienced an acquisition, which became a crash course in the critical elements of maintaining workplace culture.
In this episode, Nikki and Jeremy discuss that acquisition journey and what he learned along the way.
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Truth You Can Act On
1. Take Action Regularly
Jeremy Allen: “About three to four years into the business my conclusion was that I really wanted to be in this for the people. I really wanted this to be a fantastic place for people to get to work in a team environment, one that cares about each other and also to make an impact in our communities. That has to do with our customers. That has to do with vendors. That has to do with everybody that lives around us, in our communities and our neighborhoods. So, if we can do that and take action, then why not share that? And if we’re going to share that, it means we’re going to grow.”
2. Get to Know Your People
Jeremy Allen: “It is a challenge in our business because we have a remote workforce as well. So, obviously, we’ve got an office staff and we have a remote workforce, which are the technicians that are out there in the field. So getting to know and working side-by-side on a regular basis with the technicians is just a challenge. If I could do anything differently, it would be just trying to work side-by-side with the people, trying to understand what was in place already. Maybe understanding some things that they would like to see change and educating them on what I’d like to see change or where I’d like to see the business go and seeing if they shared that vision with me.”
3. Leadership is the Action You Show
Jeremy Allen: “Leading through actions is a big thing, and I think it goes a long way with people when they see you, as a leader, doing something that shows leadership, whether that’s stepping into a situation that’s not necessarily your responsibility or you’re jumping in side-by-side with somebody to help them out.”
4. Listen to Your People
Jeremy Allen: “First of all, you have to listen to them. And in order to listen to them, you need to give them an outlet for input and to have a voice. So the challenge to that is how do you incorporate that? You ask for input. Now what do you do with it, and how do you incorporate it? Early on in this acquisition journey for me and trying to run a business, I got overwhelmed with asking for people’s input. You hear a lot of different stuff and get bogged down. What do I do with all this information? What’s most important. How do I take action first? And so, I’ve learned a lot in the last five years how to ask the right questions of people to get input where you can use it and where you need it.”