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Insights Into The Executive Mind: The Relationship Factor
July 1, 2008
F
rom a building construction degree from Georgia Tech, to becoming a second lieutenant in
the U.S. Air Force, to divisional president for Centex Homes, Todd Jones has just about done it
all. These days, he oversees sales, marketing and operations for Centex’s Atlanta division and is
responsible for the brand’s strategic expansion throughout the metro area. In his 20-year
homebuilding career he also has logged time for a national homebuilding corporation in Florida.
Business to Business: What business books have helped you become a better leader,
businessperson and CEO?
Jones: “Execution” by Larry Bossidy and Ram Charan, and “The First 90 Days” by
Michael Watkins have provided introspection and leadership lessons for me.
“Execution” explains that the differences between a company and its competitors can be found
in the company’s ability to execute. Everyone can strategize, everyone can innovate, but if they
fail to execute these strategies and innovations, success is not possible.
Todd Jones, Division President, Centex Homes
With Centex, I’m able to utilize these building blocks by matching management team members with the right tools, giving them an operational system to meet strict building codes and regulations, and creating a culture that rewards execution of ideas. This presented a new way of thinking – that execution is not merely tactical, but an integral part of a company’s strategy and success. Things are tough right now in the housing industry, so consistent execution based on Centex’s nearly 60-year history, award-winning homes and rock solid foundation will ensure our success.
“The First 90 Days” teaches a systematic approach to thinking through actions, which helped me clearly articulate what I needed to communicate to my team during a tumultuous time in the housing industry, and how to initiate change in a 60-year old company.
The book provides examples of great companies who failed to establish clear communication and trust from the get-go, and how that paralyzed their futures.
BTB: What did you learn from the biggest mistake you’ve ever made?
Jones: I wish that I had read “The First 90 Days” before I read “Execution.” Here’s why – I ran a division for a company that was going through great change. I worked to build consensus across product line leaders on the changes that needed to happen. It took too long to build unity and the company lost ground.
Had I read “90 Days” first, I would have understood the resilience of great team members, and their ability to incorporate a clearly articulated prescription for success into their everyday jobs. I would have set the course for the division and then rewarded those team members who executed against it.
BTB: Any mentors along the way?
Jones: I have had mentors who came in and out of my life for various reasons related to work, moves to new cities, etc., but two mentors who left indelible impressions upon me taught the value of perspective and the value of relationships. Perspective is created by maintaining balance with work, family, faith and core values.
I learned that if I work harder on one side of the balance sheet, the other suffers. Frankly, if I fail to provide enough quality time with my family at
home, I’m not good with my Centex family either. Keeping balance is sacred. This leads to relationships. Relationships enable us to do what we thought impossible. Relationships help us through the hard times and celebrate the good.
BTB: If there were one piece of advice you could give to a new CEO, what would it be?
Jones: Treasure your team – they are your brand. With the right people results come easy.
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