Interview Series – Glenn Haege

Muaz Halees

Glenn Haege is the popular and larger-than-life host of the eponymous “Handyman Show with Glenn Haege.” Since 1983 Glenn has been delivering his unique take on how-to advice for homeowners. His advice and the sincerity in which he delivers it have fueled his impressive growth, which is why he is now carried by over 170 affiliates nationwide. He has been named one of the nation’s most important radio talk show hosts by Talker’s Magazine. His credentials are too many to list here, but he has penned a number of best-selling home improvement books and has been a recipient of numerous awards for his broadcasting excellence. More impressive is that he is now referred to as “America’s Handyman,” an accolade that he is much more proud of. Glenn Haege has a refined style of leadership and we wanted to pick his brain about the leadership issues he faces on a daily basis. We were honored that he chose to spend a little time with The Method for an interview.

The Method- When evaluating leadership qualities, what characteristics do you feel make a great leader?

Glenn Haege- The ability to listen—and not the passive listening most people do, but actually engaged, active listening. A leader must be a keen observer and must be able to empower everyone through his actions. Then there are the obvious traits that allow a leader to reach leadership positions. A great leader must be goal-oriented with an eye on project completion. But I am a believer that a leader is born a leader; that is not a teachable skill set. I had a boss a long time ago while I was with Sherwin William, Mr. Jerry Grass, who empowered me through his leadership. His patience and soft skills were my greatest motivators at the time.

TM- Is it more difficult to lead during tumultuous times or successful times?

GH- Successful times. Success breeds complacency. People use success as a mental compromise. On the subject of good leaders, not much credit is given to those that maintain success; it is sometimes harder to maintain success than to take something that has not been working and make it a success.

TM- What professional sacrifices must be made to become a successful leader?

GH- Time and how you prioritize it. For example, my personal time is of very low importance, it is low priority. The priority is being available for others in your team and giving them total commitment, and that is the sacrifice. As a leader you have to be the most flexible, and that will motivate others to proceed the same way.

TM- For others to follow, doesn’t the environment have to be motivating? You can be as devoted and as flexible as possible, but the environment is the key. How do you create a motivating environment?

GH- By choosing people who want to be motivated. It’s like planting corn; you don’t just throw seeds onto the ground and hope. All the factors must be right: the soil, the weather, the seeds, everything. And then you plant. I’ve always sought out those who want to work, not those who have to work.

TM- If motivation or performance slips, how do you govern the feedback process?

GH- Visual support. Through experiences. Three to four times a year I have my employees trade or rotate potions to get some insight into how others work, and how their actual position is viewed from another perspective. Then as it relates to annual performance review, I have them fill it out first, and then as a team we discuss it. We tailor our performance evaluations to the person and the job; too many companies have one form for each job, and that makes no sense. Each person and position is unique and should be evaluated as such.

TM- What piece of advice would you give to young graduates entering the work force?

GH- Treat people with a balance of information. Gain a comprehensive, thorough understanding of your organization. Ask a lot of questions about the company as a whole, as well are your specific role. And find someone successful and learn form them; you can gain a lot of skills and important lessons from successful people.