Defining Great Leadership

This month we examine the conviction, character and charisma behind a highly successful leader. Mark Webber, Utah division president and state manager for First American Title Insurance Agency, truly defines great leadership. In about three years’ time, he has engaged a strong performing team of 400 associates statewide, purposefully directed an amazing business turnaround, and earned a lot of respect among colleagues along the way. We caught up with Mark recently and asked him to share some managerial insights and inspirations. What did we learn? We’d love to work with this guy – every day. And, if a little of Mark Webber rubbed off on us, we’d all be better people.

A business interview
conducted by
Jill VanDierendonck

Are great leaders born…or are they made? Scholars, generals with multiple stars and management gurus can continue the debate…but in this case, he came out of Brigham Young University’s law school.

After earning an undergraduate marketing and finance management degree from the University of Utah, Webber enrolled in law school at Brigham Young University, passed the bar exam, and, rather predictably, joined a well-known Salt Lake City law firm.

“I worked as a litigator for 10 years, made partner and really thought I’d retire there,” says Webber. “Then, one day, I got a wild hair after meeting a man who would become my business partner. We decided to start a title company. We later sold an interest in our company – Equity Title – to First American.”

First American joined forces with Associated Title as the business moved to larger and stronger operations, and several months after this merger, Webber assumed his current role -- leading one of First American’s top performing title and escrow units. Webber’s leadership mettle was put to the test immediately – and that’s where we started our conversation with him and Charlotte Landram, founder of High Impact Training & Coaching Systems in Phoenix.

What situation did you walk into at First American?

“I felt a huge responsibility to make an impact,” Webber says. “There were two critical, initial needs I saw: one, reconciling two distinct operations; and two, growing the company to be much more profitable than it had been.

Mark has a very purposeful way of doing business,” Landram adds, “and this approach has such a profoundly positive effect on people throughout the company. He maintains a long-term perspective on just about everything, and has the necessary patience to allow time for things to work.

“Most importantly, Mark isn’t subjecting his team to a ‘program-of-the-month’ approach to growing business and achieving results,” Landram adds.

During our conversation, Webber noted one of his favorite business books is Jim Collins’ Good to Great: Why Some Companies Make the Leap…and Others Don’t. That, of course, led us to the following question.

How does good vs. great leadership impact your business?

“I’d have to say there’s really very little difference between good and great,” Webber says. “Being ‘great’ or doing ‘great’ involves the little things, adding the little touches, going just one extra mile, maybe.

“I also enjoy working with managers who have different styles and approaches,” Webber adds. “I think we can be a better team when we appreciate those differences, and when we can take advantage of our different personalities and abilities.”

“I had the benefit of working with many of Mark’s core team members prior to his joining the company,” Landram says. “Although they were effective and strong managers before, I have seen each of them excel in significant ways and master their roles under Mark’s leadership.

“One of the basic reasons is because these leaders have such genuine respect for him,” Landram continues. “They’re dedicated to continuous improvement because Mark expects it. They’re better team players because Mark has demonstrated the value of working cooperatively to achieve sustainable results. They’re more effective managers because they’re able to learn from one of the best.”

“I think we’re all able to laugh more now compared to when I came in,” Webber interrupts with humility. “I don’t think anyone is afraid to express ideas and opinions – at least I hope not,” he adds. “And, everyone on my core team is still here. I’m very happy – and proud – about that.”

What else brings you great satisfaction and sense of reward? What’s the best thing about the work you do?

“It’s pretty simple. I like to see our people succeed,” Webber says quickly. “I also feel a great deal of satisfaction when a manager turns around a region’s results, or when we’re able to hire someone we’ve been recruiting.

“I love to extend opportunities to people, and then see them step up and succeed,” he says. “Everyone wants to be successful. My reward is being able to offer my teammates some direction, perspective, and encouragement along the way.”

A peek inside Mark’s leadership book

All great, well-known leaders have a book or two in the works, don’t they? We asked Mark Webber what the first few chapters of his book on leadership might be titled. He came up with the following five thoughts pretty quickly.

You can’t do this yourself. You have to put together the strongest team possible, and develop your teammates to their fullest potential. Don’t forget to take the most important decisions to your team first.

Make a plan. Your business plan must be measurable, and its implementation must involve everyone.

Hire the best. Surround yourself with people better and smarter than you.

Keep your team together by talking to them. Communication is too often overlooked or taken for granted.

Passion means enjoyment. The more passion you have for your work, the more you enjoy it. And vice versa.