Throughout my career I have learned the essential nature of always trying to grow your own knowledge base. In my case, right off the bat in terms of when I became the CEO of the company I had come up on the financial side. I was CFO, I had been treasurer, I started my career in banking. So I knew financial things. And the circumstances under which I became CEO was really just on four days' notice. So it was not a nice, smooth process, well thought out. But what I figured out pretty quickly was that the skill set that I had, the financial skill set, was important, but it wasn't going to be enough.
And if I had any hope of being successful as a CEO, I was going to have to view not only business but life in a much different way. And I was really going to have to learn and understand topics, quite frankly, that I had never been involved with before. So that, for me personally, was a transformation, if you will. But I then realized that the only way I was going to be able to do that is to reach out to individuals in the organization who, although I had known them, I really hadn't worked very closely with them.
I had to create an environment where they were comfortable teaching me, if you will, and sharing the gifts that they had. That was the only way that my own learning would be supported. And as time went by, and the years went by, I was more and more comfortable with that, and I noticed that people were happy to share the things that they knew. They were proud of what they had accomplished.
It was really a segue into creating almost a higher purpose for the organization that was all built around the sharing of the knowledge, and the linkage of that to leadership.
The link between leadership and teaching is one that absolutely cannot be broken. When we talk about the importance of leadership and teaching, I think what is really essential is not to look at those as two separate concepts. You need a broader definition of both. If you accept the premise, as we do in our own organization, that everyone is a leader, what you're really saying is everyone has to be a teacher as well. The concept of being a leader, again, is not for the highest echelon of the company.
And what I have found in many, many instances, the real learning opportunities are coming from the individuals who are closest to the customers, the ones who are there day in and day out handling customer needs. Because they have the real knowledge of what the business is all about. So in my view, to be a leader in the broad definition of every individual being a leader, you've got to have the ability to teach from your experiences, and that goes both ways. Without that, I think that leadership will then just be left as wispy, dream like philosophical concept, and it will never take hold.
Effective leaders not only teach others, but are willing to learn from others.And if I had any hope of being successful as a CEO, I was going to have to view not only business but life in a much different way. And I was really going to have to learn and understand topics, quite frankly, that I had never been involved with before. So that, for me personally, was a transformation, if you will. But I then realized that the only way I was going to be able to do that is to reach out to individuals in the organization who, although I had known them, I really hadn't worked very closely with them.
I had to create an environment where they were comfortable teaching me, if you will, and sharing the gifts that they had. That was the only way that my own learning would be supported. And as time went by, and the years went by, I was more and more comfortable with that, and I noticed that people were happy to share the things that they knew. They were proud of what they had accomplished.
It was really a segue into creating almost a higher purpose for the organization that was all built around the sharing of the knowledge, and the linkage of that to leadership.
The link between leadership and teaching is one that absolutely cannot be broken. When we talk about the importance of leadership and teaching, I think what is really essential is not to look at those as two separate concepts. You need a broader definition of both. If you accept the premise, as we do in our own organization, that everyone is a leader, what you're really saying is everyone has to be a teacher as well. The concept of being a leader, again, is not for the highest echelon of the company.
And what I have found in many, many instances, the real learning opportunities are coming from the individuals who are closest to the customers, the ones who are there day in and day out handling customer needs. Because they have the real knowledge of what the business is all about. So in my view, to be a leader in the broad definition of every individual being a leader, you've got to have the ability to teach from your experiences, and that goes both ways. Without that, I think that leadership will then just be left as wispy, dream like philosophical concept, and it will never take hold.
Larry Downes
CEO, New Jersey Resources
Larry Downes is Chairman of the Board and CEO of New Jersey Resources (NJR) and its principal subsidiary, New Jersey Natural Gas (NJNG). New Jersey Resources, a Fortune 1000 company with over $3 billion in annual revenues, provides natural gas and clean energy services to customers in New Jersey, and in states from the Gulf Coast to New England and Canada.
He joined NJR in March 1985 and was appointed Senior Vice President and Chief Financial Officer in January 1990. In March 1995, he was elected President and CEO of NJNG and a member of NJR's Board of Directors. In July 1995, he was named President and CEO of NJR. In September 1996, he was named Chairman of NJR's Board of Directors.
Larry received a bachelor's degree in business administration in June 1979 from Iona College, as well as a master's degree in business administration from Iona in June 1981. He is a Director and past Chairman of the American Gas Association and the Natural Gas Council, and a Trustee of the American Gas Foundation. He is also past Chairman and serves as a member of the New Jersey Commission on Higher Education.
CEO, New Jersey Resources
Larry Downes is Chairman of the Board and CEO of New Jersey Resources (NJR) and its principal subsidiary, New Jersey Natural Gas (NJNG). New Jersey Resources, a Fortune 1000 company with over $3 billion in annual revenues, provides natural gas and clean energy services to customers in New Jersey, and in states from the Gulf Coast to New England and Canada.
He joined NJR in March 1985 and was appointed Senior Vice President and Chief Financial Officer in January 1990. In March 1995, he was elected President and CEO of NJNG and a member of NJR's Board of Directors. In July 1995, he was named President and CEO of NJR. In September 1996, he was named Chairman of NJR's Board of Directors.
Larry received a bachelor's degree in business administration in June 1979 from Iona College, as well as a master's degree in business administration from Iona in June 1981. He is a Director and past Chairman of the American Gas Association and the Natural Gas Council, and a Trustee of the American Gas Foundation. He is also past Chairman and serves as a member of the New Jersey Commission on Higher Education.
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