Editor’s Notebook

THE HVACR MANAGEMENT MAGAZINE

TERRY Tanker Publisher ttanker@hvacrbusiness.com

PETE Grasso Editor pgrasso@hvacrbusiness.com

MEGAN LaSalla Art Director mlasalla@hvacrbusiness.com

BRUCE Sprague Circulation Manager bs200264@sbcglobal.net

BARBARA Kerr Executive Assistant bkerr@hvacrbusiness.com ADVERTISING STAFF ERIC Hagerman National Sales Manager Tel 216-409-3246 Fax 440-731-8750 ehagerman@hvacrbusiness.com

TERRY Tanker Publisher Tel 440-731-8600 Fax 440-731-8750 ttanker@hvacrbusiness.com

HVACR Business, founded January 1981, is a monthly national trade magazine serving contractors, mechanical engineers, manufacturers, manufacturer representatives, wholesalers, distributors, trade associations, and others in the heating, ventilating, air conditioning and refrigeration (HVACR) industry primarily in the U.S. The editorial focus and mission of HVACR Business is to provide business owners and managers with the very best business management concepts available. Critical topics covered include leadership, management, strategy, fi nance, sales, marketing, training, education, staffi ng, operations, human resources, legal issues, customer service and more. We are dedicated to helping contractors master these key management skills and provide them with the resources necessary to build strong, profi table companies. Every effort is made to provide accurate information, however, the publisher assumes no responsibility for accuracy of submitted advertising and editorial information. Copyright©2020 by JFT Properties LLC. No part of this publication may be reproduced or retransmitted in any form or by any means, including, but not limited to, electronic, mechanical, photocopying, recording or any information storage retrieval system, without the prior written permission of the publisher. Unauthorized copying may subject violators to criminal penalties as well as liabilities for substantial monetary damages up to $100,000 per infringement, costs and attorneys’ fees. This publication should not be utilized as a substitute for professional advice in specifi c situations. If legal, medical, accounting, fi nancial, consulting, coaching or other professional advice is required, the services of the appropriate professional should be sought. Neither the authors nor the publisher may be held liable in any way for any interpretation or use of the information in this publication. The authors will make recommendations for solutions for you to explore. Any recommendation is always based on the authors’ research and experience. The information contained herein is accurate to the best of the publisher’s and authors’ knowledge; however, the publisher and authors can accept no responsibility for the accuracy or completeness of such information or for loss or damage caused by any use thereof. Subscription Rates: Free and controlled circulation to qualifi ed subscribers. Non-qualifi ed persons may subscribe at the following rates: U.S. and possessions: 1 year $48; 2 years $75; 3 years $96; Canadian and foreign, 1-year $108 U.S. funds only. Single copies $8. Subscriptions are prepaid, and check or money orders only. Subscriber Services: To order a subscription or change your address, write to HVACR Business, 31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039 or call (440) 731-8600; or visit our Web site at www.hvacrbusiness.com. For questions regarding your subscription, please contact bkerr@hvacrbusiness.com. HVACR Business (ISSN 2153-2877) Copyright ©2020 is published monthly by JFT Properties LLC,31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039, Phone: 440731-8600. Periodicals postage is paid at North Ridgeville, OH and additional mailing offi ces. (USPS 025-431) POSTMASTER: Send address changes to HVACR Business, 31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039.

31674 Center Ridge Road, Suite 104 North Ridgeville, OH 44039 Tel: (440) 731-8600 Fax: (440) 731-8750 Web site: www.hvacrbusiness.com (ISSN: 2153-2877)

BY PETE GRASSO

EDITOR’S NOTEBOOK

What’s Your Management Style?

One of the great joys of my job is when We’re good. We’re done. We’re friends again. Everything’s I get to speak with contractors — the clean. I don’t look to hold onto things like that. Trying to entrepreneurs of this industry. Whether it’s create my leadership skills has been hard, but I’m focused on through research for an article I’m writing, that process and want to continue to get better.” an interview for a feature or our 20 Questions column, or simply a casual conversation at an industry show, I learn the David Indursky, Encon Mechanical most when I’m speaking with you. “I am not someone that’ll micromanage someone’s job. Our conversations revolve around a variety of subjects, but oft en times the topic of leadership and management come up. I use the expression quite candidly that if my son told me he brushed his teeth, I don’t go check the toothbrush to make sure it’s wet. We live on the honor system. If you say, ‘It’s done,’ it’s done. If you say, ‘It’s not,’ be honest with us.

It’s a topic which always garners the most readers Nothing’s perfect.” whenever we feature it in the magazine or online — and is always Eric Knaak, Isaac Heating & at the top of the list when we poll We all have a management Air Conditioning our readership on what they’d like to learn more about. style, but we often don’t think “It’s evolved. I like to be hands off and allow our managers and One of my favorite questions to ask is one that always seems to give pause (which means I know I’m about what that might be until we’re asked to describe it. leaders to make decisions and to make the mistakes the same way that I did. I’ve learned that, as a going to get a thoughtful answer): leader, once we give you thoughts What’s your management style? or opinions, it seems like a lot of

We all have a management style, but we oft en don’t think what it should be.” about what that might be until we’re asked to describe it. And while everyone has a somewhat diff erent approach to William “Bill” Lewis, Southern Air Pros management, there are common threads throughout the “I’m more of a team player. Anybody we hire, we hire styles of those leaders who are most successful. them based on their attitudes and then we train them up

Sometimes, when you really think about your from there. It’s pretty much a two-way street. If one of the management style, you end up taking a closer look at how guys catches me shortcutting, they’re welcome to speak up you lead your team — and how you want to lead your team. and say, ‘Hey, that’s not how you taught me to do it.’ So that’s

I have no doubt that hearing how other successful con- of time training up front.”tractors describe their own management styles can have a profound impact on how you shape your own. So I thought Eddie McDonald, Zen Air Heating & Cooling it would be nice to pull some of the answers I’ve gotten from “I prefer to delegate and have the right people in place this question over the past year and reprint them here. that can do the job, and I let them run with it. At times, I do

Take a look at them. Th en ask yourself what your own tend to delve into the details and do a little micromanaging, style is, before someone else asks you. but that’s not the best way to be successful.”

Mike Grassle, Hetter Heating & Cooling

“It’s very grassroots … I try to keep my fi nger on the pulse of this company throughout the day. I’m a huge ‘numbers guy’ and I believe numbers don’t lie. I watch all of the numbers every day.”

Corey Hickmann, Comfort Matters

“I should be more fl exible, because I’m sometimes a little brash. I’ve learned to really hold back on a ton of stuff . It’s pretty amazing what toleration can get you. I don’t take things personal, so I can have a hard conversation with someone and we’re done aft er that conversation. Th at’s it. people will start to shut down because you’ve already said the style. I don’t do a lot of micromanaging, but I spend a lot Rob Minnick, Minnick’s

“We have operation manuals for every position that we have here. Th at was one of the things that the consultants brought on board and it makes it really simple. It takes away from all the, ‘Well, I told you this, I told you that. Why are you calling telling me this or that?’”

Michael Rosenberg, Rosenberg Indoor Comfort

“I like to communicate with the individual and tell them, “Th is is what I expect and this is what your goals are,” and then I leave them alone and let them do what they need to do. I don’t micromanage.” u