Neil Hafer has traveled the globe with a true Enterprise pioneering, entrepreneurial spirit.
From opening operations in Puerto Rico in 2006 to four years overseeing France – with a multiple award-winning, eight-year stop leading the Utah Group in between – he has played an instrumental role in the global growth of the business.
But for Neil, now Vice President and General Manager in Group 56 – Tennessee, it all comes back to building the future leaders of the organization.
“Motivating employees about the potential growth for their careers is one of the most satisfying parts of the job as a General Manager,” he says.
As he approaches his 30th anniversary next month, Neil reflected on the advice he would give himself as Branch Manager.
On building a career:
Find a mentor you look up to and schedule a time to learn what has made them successful.
Always have support from your family for promotional opportunities and be ready to interview before a position opens.
Your team’s performance is the most important factor in determining your success. Pour your time and energy into developing great people to achieve success.
On being a leader:
It is important to communicate a vision for where you are leading your team. Our employees want to be inspired and have goals we can achieve as a collective team.
Surround yourself with very talented people. Hire only the best and accept nothing less. Identifying talent is one of the most important aspects of being a great leader.
Communicate a message that is clear on expectations as well as how great performance will lead to further promotions and success in one’s career.
Employees come first. Take care of them by looking out for their safety and well-being. We work for the greatest company – we owe it to our teams to show them they are the priority.
On operations and the business:
Focus on training and developing your people. Their ability to execute our plans will lead to your success as a Branch Manager.
Once you have your operational plan in place, stick with it. Don’t make too many changes without letting the team work out the kinks in the plan.
Make sure to celebrate the successes with the team, even if the successes are small wins. Progress towards the ultimate goal needs to be recognized.
