Lighting the Way in Leadership

Border States Electric CEO sets example for aspiring business women

BY KRIS BEVILL

APew Research Center study released earlier this year found that more women than ever serve as the primary or sole source of income for their families and more women are working outside of the home today than ever before, accounting for 47 percent of the U.S. workforce. Women continue to be a minority among executives, but progress is being made there, too, thanks in large part to groundbreakers such as Border States Electric CEO Tammy Miller and other female executives who continue to set the standard for leadership — not only for women but for the business community as a whole.

Forging a New Path

An accountant by training, Miller joined BSE, a Fargo, N.D.-based electrical goods distributor, in 1991 as an accounting manager with an eye toward eventually becoming the employee-owned company’s chief financial officer. The fact that there were very few women in the electrical distribution industry at the time did nothing to deter her from her goal. She focused instead on the company, its values and its culture, which she says meshed well with her devotion to hard work and delivering exceptional customer service, qualities she had learned while growing up in a small family business in Brocket, N.D.

As soon as she joined BSE, Miller began absorbing the nuances of the industry and the aspects of great leadership from several mentors whom she readily credits for preparing her to eventually head up the company. Paul Madson was the company’s CEO when Miller first came onboard and was especially influential by exemplifying the positive impact leaders have when they are accessible to customers and employees, she says. “Paul frequently reminded me that it was OK to slow down, walk around and spend time with staff and customers — visiting, getting to know them and getting to understand their interests, goals and challenges,” she says. “I tried to develop similar skills and replicate his approach.”

Miller received her first promotion in 1992 and was appointed corporate controller and treasurer of BSE. She continued to work her way up the ladder before becoming the general manager of the southwest region, a promotion which required her to relocate from Fargo to Phoenix in 2003. She was named CEO in 2006. Her progression through the ranks sums up quickly, but the process was of course far from effortless. Miller says she was able to achieve her goals by making good choices, taking risks and by continuously learning and making an effort to promote her strengths.

“Having a solid accounting and business background provided a strong foundation to build on,” she says. “I continuously looked for opportunities to learn more about the industry and to use my skills to add value. I always tried to do more than what was expected and to anticipate and have the answer for the next question. From Bob Gill, another executive and mentor at Border States, I learned the value of being creative and finding win-win solutions for customers and employees. I am fortunate to have found vast opportunities at Border States and to have worked with leaders who valued talent, creativity and potential regardless of gender.”

Becoming a $1 Billion Business

Shortly after becoming CEO, Miller set forth an aggressive plan to dramatically grow the business. In 2006, the company was generating about $450 million in annual sales and had a track record of steady growth, but Miller and the other executive council members decided the company could be even more successful if it stretched and grew at a faster rate.

“We thought if we became a significantly larger organization we could provide more services and resources to our customers, be more valuable to our suppliers and create more opportunities and rewards for our employee-owners,” she says.

The executive council created “Blueprint to Billion,” a four-point strategic plan to leverage the company’s employee-ownership culture and grow BSE to become a $1 billion company in five years. Performance exceeded expectations, despite the worldwide recession that landed right in the middle of the five-year timeframe, and the company now ranks as the ninth largest electrical distributor in the U.S., generating $1.3 billion in annual sales from 55 branches in 13 states.

This impressive growth was carried out under Miller’s leadership, but she credits others, noting that the growth plan was a team effort and was successful because every employee had a stake in the game and contributed to the outcome.

“The four strategic goals in our plan were supported by hundreds of strategies and action items,” she explains. “Each action item was assigned to a member of the executive council, deadlines were set, resources were identified, a communication plan was implemented and accountability was established,” she explains. “Our strategy was successful because we executed. We had clear goals, action items that employees could relate to, regular communication empowerment and accountability. When you set, measure and communicate clear goals in an employeeowned company, empowered employees are motivated to execute and exceed expectations.”

From Student to Teacher

Today, BSE employs more than 1,500 people throughout its many locations and continues to seek out ways to serve as an example for its industry. Miller, who learned so much from mentors in her early years at Border States, now takes great satisfaction in mentoring the next generation of potential business leaders. “It is gratifying to provide opportunities and watch our employees grow and succeed at Border States and in the industry,” she says. “I am very proud of our emerging leaders, especially our management trainee graduates and our new officers.”

She also takes pride in watching the company’s employees benefit from the rewards of working for a 100 percent employee-owned company with successful careers and comfortable retirements. Miller also strives to make an impact on the local community through volunteer work and financial contributions. In 2010, she served as chair of the United Way of CassClay’s annual campaign and raised a record $5 million. She serves on the board of a number of other organizations and cochairs the Valley Prosperity Partnership, which is focused on developing a comprehensive economic development plan for the entire Red River Valley region.

And while she may not point to gender as a significant hurdle during her own climb up the business ladder, Miller has