Gibson Sothebys International
Realtys
Colleen Barry on rethinking the mantra thatallgrowth is good
and on channeling your inner Einstein
Someone once asked a profound question that fundamentally
changed how we communicate with each other every day. . .
If I had an hourto solve aproblemand my life depended on the
solution, I would spend the first fifty-five minutes determining
the properquestionto ask. Once I know the properquestion, I could
solve theproblemin less than five minutes.
This was the great Albert Einsteins unique method for quick
problem-solving: questionsare the answer.
In an era of precipitous change and a culture of instant
gratification, its all too simple to upend this distinctive
approach. After all, were no Einsteins, and it is easy enough to
grow by acquisition or launch a new partnership solely to rapidly
increase size or revenue. Such growth initiatives, however, will
not be as sustainable or profitable as those that are generated by
taking a thorough look inside the company itself.
When a merger or acquisition is first announced, many
instinctively speculate about who the others are and why the union
creates value. To curtail the our company versus their company
dynamic, our co-owners, Larry Rideout and Paul McGann, begin each
acquisition process with questions that are worth the time:Are
our cultures and values a fit? Will this move help our team
succeed? Will our team help them succeed?
As far as I am concerned, Larry and Paul have revolutionized our
business by putting their hearts into each and every decision. They
are consistently driven by their core values, and always return to
them when they are weighing options for growthprinciples upon which
both men run their lives and their company. Over the course of
time, so many businesses forget why they built themselves in the
first place, sacrificing long-established morals for the sake of
growth itself. Larry and Paul do not fall into this trapthey
understand that the most strategic forecast of success is joining
together compatible professionals who share the same principles and
best practices. The greatest way to accomplish long-term goals of
growth is to root them in a people-focused mission that deserves
our dedication. And sometimes, this means saying no to growth
opportunities that are simply not a match.
This year, we were thrilled to join forces and pool our
resources with three liked-minded companies who echoed our
close-knit leadership approach and family-oriented culture,
bringing keen opportunities in growing into ourfeeder markets. As
President of our affiliate company on Cape Codan organization we
acquired in September of 2018Howard Hayes built his entire real
estate career surrounded by a team he deeply cared for. One of the
most memorable mornings I have experienced in a long time was one I
spent with Howard a few weeks prior to announcing our union. We sat
together on his deck in Brewster, watching families from afar
digging for clams as we shared stories about our own familiesthe
remarkable associates at the heart of our respective companies. He
reminded me so much of Larry and Paul. Each of them possesses a
tremendous breadth of knowledge and an enviable set of business
skills that make them such successful leaders. But more
importantly, all three of these men are guided by a refreshingly
uncomplicated set of strong family values.
Companies try many strategies for creating value for their
associates through acquisitionsbut only a handful actually do so.
Leaders who neglect to inspire their teams with a sense of deep
purpose and shared values may still make decent livings. Even so,
they will never achieve an equivalent level of success and
professional and personal fulfillment as those who deeply care
about their people. For Larry and Paul, honorably representing
their company and nurturing its brand is far more important than
merely filling any margin or portfolio gap, and the results speak
for themselves.
To explore more content published in the2018 Second
Edition of The Collection,click here.