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It’s a simple fact. Employees want to be led.
Another simple fact? They don’t want to be dictated to.
When Elon Musk said my way or the highway, more than a thousand employees hit the road. The world’s richest man and biggest corporate bully didn’t know what hit him.
Year after year, employees point to leadership as a key element in determining which companies make The Dallas Morning News’ Top 100 Places to Work.
Employees want their bosses to have vision and to be able to articulate how they intend to accomplish that vision.
On the flip side, employees want to be appreciated, respected and heard.
This year, our top executives were asked to describe their management styles in a few words to a couple of sentences. Of the 100 top executives polled, 79 responded to this question.
The phrase they mentioned most often was servant leadership, and most of them say they want to create an environment where everyone has the tools and opportunity to become their best selves — at work and at home.
Alex Richter, partner and chief marketing officer of Camelot Strategic Marketing & Media, put it this way: “Act with a servant’s heart, actively listen and pay attention, remain open to other perspectives and inputs — and try not to take yourself too seriously.”
An employee of Halff Associates described why they were willing to follow Mark Edwards — this year’s top leader in the large category representing companies with 500 or more D-FW workers.
“I know profit is important for a company to survive, but it really feels as though he puts people first and profit second by his actions and the decisions he makes for the company.”
Many leaders talked about their responsibility to make tough decisions or quickly correct course when the situation calls for it.
“I provide the vision for the group and allow managers to use their methods to achieve the goals — but also there to support and direct when things get stuck,” said Jim Wiegert, LJA Engineering Inc.’s senior vice president-North Texas.
Leading by example, being authentic, being strategic and having a sense of humor were also aspirational attributes.
“I am always honest, straightforward and determined. And I never take life too seriously,” Raising Cane’s Chicken Fingers CEO AJ Kumaran said.
“I’m a laissez-faire leader,” said Mike Sullivan, president and CEO of The Loomis Agency. “I hire excellent people, train them well, and then let them do their best work. My goal is to clear the obstacles and not interfere.”
Our CEO of the year in our small category, Matt Tresidder at Leadr, said “It’s better to believe the best in someone and be proved wrong than to believe the worst in someone and be proved right.”
Here in their own words are what some of our Top 100 leaders had to say.
“Good enough is not good at all. We must be great. Aim small, miss small.”
Anthony Diesch, partner
Nova Landscape Group
“Leadership is about doing what’s right, not what’s easy. It is about stepping up and taking responsibility to chart a course of purpose and pace for your team. This also includes being open, transparent and changing course when necessary.”
Craig Hall, founder and chairman
Hall Group
“My favorite description of leadership is borrowed from the John Maxwell leadership podcast: ‘Add value to leaders who multiply value to others.’ Translating this to my leadership style is a focus on adding value to the leaders on our team, so that they can in turn multiply value throughout our entire organization.”
Jennifer Fleming, practice administrator
Cornea Associates of Texas
His management style is to be a “strategic and data-driven leader who makes decisions based on the input of each team member and through market analysis.”
Jed Dolson, division president
Trophy Signature Homes
“As the leader of a company that recently rebranded and following an exciting spin-off, I’m very open and eager to hearing ideas from all of our team members, while also ensuring I provide decisive decision-making when necessary.”
Barb Jacobsmeyer, president and CEO
Enhabit Home Health & Hospice
“Leading by example, delegation and effective communication are my top three.”
Joey Johnson, vice president/principal
Ridgemont Commercial Construction
“I believe in helping people catch the spirit and excitement of what we can do as a company. We’re bringing innovation to the medical community and to the business of running health care facilities, and as a leader everything I do is focused on that.”
Sheldon Arora, CEO
Liquid Agents Healthcare
“I model my relationship style on three key components: trust, transparency and self-reflection.”
Luke Hejl, CEO and co-founder
TimelyMD
“Hire people that are internally motivated to excellence and create a culture free from drama and politics that allows talented people to thrive. I encourage employees to freely ask questions and share ideas without the bureaucratic hierarchy that plagues many organizations.”
Rob Davis, CEO
Critical Start
“Live and lead by our values to help communities thrive.”
Christopher Crow, CEO and co-founder
Catalyst Health Group
“Lead by example, build trust, put employees first and help them develop and grow so that they can best serve our customers and communities.”
Jerry Schaffner, president and CEO
PlainsCapital Bank
His management style is “empathetic, open, always learning and bullish.”
Hesam Hosseini, CEO
Match
“What works best for me are authenticity, transparency and putting others first. When you can combine these things to make those around you successful, great things tend to happen.”
Cody Case, partner & Dallas market lead
Credera
“I hire good people, agree on the results to be accomplished, get regular updates on progress and remove roadblocks as best I can.”
Dennis Mason, CEO
Kings III Emergency Communications
“Transparency. Our team can rely on the fact that they will always know what we are doing and why.”
Jaime Grassi, general manager, Fort Worth
Slalom
“Though I regularly fall short, my goal is always to lead like Jesus Christ. He was a humble servant, caring shepherd, biblical teacher and the ultimate transformational leader.”
Ben Lovvorn, executive pastor
First Baptist Church of Dallas
“Most people don’t care what you know, they want to know that you care. We can have the best possible strategic plan, but we will only be successful through the engagement of our people doing their best work.”
Ken Bradley, president Americas
Allied Electronics & Automation
“I have a collaborative and coaching leadership style.”
Creston Woods, managing director
Benchmark, Pyramid Luxury & Lifestyle
“Make life fun and laugh daily!”
Troy Moncrief, president
The Baker Firm
Corral says he has a “servant leader philosophy focusing on the growth and development of communities that I am part of and the teams that I lead. We are all responsible for helping make the world and our workplaces a better and more equitable space for everyone.”
Jorge Corral, Dallas office managing director
Accenture
“I’m a sleeves up, hands-on, pacesetter leader who sets high standards for the team and drives strong results with a focus on fast-paced product innovation, customer obsession and straight up execution. I believe in challenging our employees professionally and caring for them personally.”
Naveen Gupta, CEO and co-founder
Birdeye
“Servant leadership is more than just a saying. When executed honestly, it has the potential to build a meaningful culture and help your company grow to heights you did not know possible.”
Josh Harley, chairman and CEO
Fathom Realty
“I worry more about the success and career path of my employees than I do myself. In my 32 years, this mindset has served me very well. I give back every day what great leaders gave me early in my career.”
Alan Brown, general manager
Sam Pack’s Five Star Chevrolet
“I enjoy historical biographies, especially those of our Founding Fathers. My favorite is John Adams by David McCullough. You learn a lot about leadership and consensus-building as our country was being formed. And, even though he was not universally liked, Adams had the respect of those around him because of the respect he showed them.”
Phil Appenzeller, CEO
Munsch Hardt
“I do not micromanage and I encourage employees to work in their own way provided established goals are met.”
Mark McMillan, CEO/president
McMillan James Equipment
“My style is transformational: Inspire our team with a vision and then encourage and empower them to achieve that vision.”
Randy McGillem, DFW president
Chesmar Homes LLC
“Servant leadership with a heavy dose of lead by example. My job is to serve those I am charged with leading, which means providing them with everything they need to be successful, including training, tools, inspiration, opportunity, accountability, and so much more.”
Matt Baade, executive vice president-partner
Consilium Staffing
“Open-door leadership. I strive to give each employee-owner the opportunity and freedom to advance their career and handle issues that may arise in the way they best see fit, but I am also always available for counsel. There is no such thing as a stupid question, and no position or title that cannot come in and talk with me.”
Warren Andres, president
Andres Construction
“I try to be approachable, empathetic, caring and intentional. But mainly, I try to lead by example. I struggle every day, I fail every day. But it shows that I am real.”
Rogers Healy, owner and CEO
Rogers Healy and Associates
“Accountability through empowerment. I believe in a loose hand with firm controls. I give the team the freedom to utilize their talents and operate as they see fit while also creating the controls to protect the entire team.”
Shawn Broussard, CEO
Service First Mortgage Co.
“Open and real. I always try to be direct yet caring.”
Cece Landgraf, human resources director
CBD Kratom
“Collaborative, purpose-driven and intentional. I strive to be accessible and approachable. We let our teams do what they do best, and they know they’re supported across all levels of the organization.”
Robert Hulsey, president and CEO
American National Bank of Texas
“Creating a fantastic work culture begins with a CEO-created, inspiring, life-giving mission statement. Ours is ‘Elevating the champions of free enterprise.’”
Craig Scheef, CEO
Texas Security Bank
“I empower and trust our people to provide the best possible banking experience!”
Warrie Birdwell, North Texas president
Origin Bank
“I hope it’s principle-centered servant leadership, which is characterized by thoughtfulness, integrity and humility.”
Kurt Alexander, president
Omni Hotels & Resorts
“I have an open door policy, keep connected with staff by walking around and greeting everyone, participate in fun staff celebrations, and am reachable at all times during and after hours.”
Jim Kendrick, president and CEO
Community Hospital Corp.
“Work hard to hire qualified people with a good moral compass and a strong work ethic and get out of their way.”
Frankie Basso, president and chief operating officer
Systemware Inc.
“Create a clear vision, hire the best people and let them run!”
Will Robinson, CEO
Encapture
“Lead yourself first. That means being in touch with your own purpose and understanding how you bring that purpose to life. It also means being prepared for the challenges of leadership, recognizing that often means leading through ambiguity.”
Penny Pennington, managing partner
Edward Jones
“A leader is doing his or her best job when an organization appears to function seamlessly without the leader. I allowed our team to take over collectively during some time I had to step away. By helping these individuals grow into the positions of leadership, they were able to make decisions with or without my guidance.”
Tyler King, CEO
Assuras
“Conscious capitalism. I’d like to think of myself as a conscious leader. However, that’s not a title you really can give yourself. I try to grow each day and be better for myself and for the Improvers I serve.”
David O’Hara, president
Improving
“I aim to empower our team to become leaders in their spheres of influence, regardless of their roles and titles.”
Jason Weeks, regional vice president and division manager
Brasfield & Gorrie LLC
“There is no one-size-fits-all avenue to managing. That’s why I take a coaching approach, knowing that a learning opportunity is always available.”
Joel Patterson, founder
The Vested Group
“I strive to listen first, ask questions and provide honest, straightforward feedback that builds trust, creates accountability and drives positive momentum.”
Steve Thompson, president and CEO
PrimeLending, A PlainsCapital Company
“It would be better to ask our team. However, if I had to describe it in one word I would say ‘relational.’”
S. Ray Huffines, owner, CEO
Huffines Auto Dealerships
“I lead from the back of the pack. My primary role as the partner-in-charge is simply to encourage everyone forward while following along, making sure nobody’s voice is ignored and no one is left behind.”
Esther Donald, partner-in-charge of Dallas office
Goranson Bain Ausley PLLC
“I manage people the way that I would want to be managed by building trust with my team, taking time to listen and consider new ideas as well as concerns, making sure that employees feel valued, and building an environment where employees can thrive.”
Bo Feagin, president
Republic Title of Texas
“I am a player/coach. As the leader of the Dallas office, I help set the objectives and then work with the team to leverage and grow their capabilities to achieve those goals.”
Brian Erickson, Dallas managing vice president
Pariveda
“I try my best to be a servant leader where I listen to the team, empower them, make sure they have the resources to be successful and break down barriers when needed. That’s my aspiration as a leader, and how I try to lead every day.”
Kevin Hochman, CEO and president
Brinker International Inc.
“My desire is to give others the opportunity to embrace challenges and take risks in our protected system, so as they go off to run their own enterprises, their skill sets will match their challenges.”
Mike Scovell
New York Life Insurance Co.
“My leadership style is relational. You’ll rarely find me in my office. I walk the hallways, getting to know employees and engaging them in meaningful conversations.”
Terry Gottberg, president
Merit Energy Co. LLC
“I work hard to cultivate an environment that facilitates growth and learning opportunities for my team, helping to guide them to professional success. While I consider myself a mentor, I also enjoy learning from others as well, and there are many times that my team has taught me new things in return.”
Vamsi Bollineni, founder and CEO
Access Global Group
“Care for each individual that I interact with on a personal and professional level.”
Jason Larkin, Dallas market president
Embark
“I typically spend hours of my day connecting with all of my teams in my region through business meeting calls. I tell them what’s going on, share why we do what we do, teach how to be better, and most importantly to have fun while doing it.
David Wang, regional director of operations lead
Panda Restaurant Group
“Be approachable and let my employees know that their voices are heard. I value each person’s opinion and make inclusion a priority in my everyday leadership style.”
Patrick Burke, CEO
Catapult Solutions Group
“My leadership style is to be arm-in-arm in the trenches with our team. We maintain an open-door policy at the leadership level — we are accessible for any need, large or small.”
Brad Reid, president
Scott + Reid General Contractors
“I am a delegator. I trust that my managers are making quality business decisions.”
Chris Browell, general manager
Marriott Dallas Allen Hotel & Convention Center
“Servant leadership is not only a cornerstone in my personal leadership style but that of our company. We must lead from the front and serve our teams well so they can in turn serve their travelers, clients and the needs of the organization.”
Mark Smith, CEO
AHSG
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