I recently had the opportunity to speak with Chuck Moller, founding and managing partner of MCG Partners, a leading provider of leadership, sales, talent and organization solutions, and winner of the Chamber of Commerce “Entrepreneur of the Year.” Chuck also owns the MCG subsidiary, Career Tramstopm Advisors, a leading provider of career management services.

As an executive coach and developer of effective leaders and organizations, Chuck has consulted businesses and professionals across industries, including startups, Fortune 500s, and nonprofits in the US and internationally.

ANTHONY: What inspired you to start MCG Partners?

CHUCK: I’ve been in executive management for 10 years and missed working directly with clients. He wanted to build a firm of talented people who shared common values ​​and a vision of making a difference with people and their organizations. I also missed working in a corporate environment and wanted more control of my schedule, so I could have more balance with my family and other interests.

ANTHONY: In addition to owning his own businesses, he also sits on boards and volunteers and raises funds. As a leader, how do you manage and juggle the demands on your time?

CHUCK: I’m still trying to figure it out! Some of that has to do with my personality. I like to be busy and involved in many different things. My main focus is my family: my amazing wife and best friend, as well as my four children. Our family also grows and harvests blueberries as part of the Ocean Spray growers cooperative.

However, regardless of one’s drive, personality, and energy level, I am a firm believer in total leadership: making a mark and focusing on your family, career, community, and yourself. Quality of life does not mean equality or complete balance in all aspects of our lives, but I believe that we have a healthy inner balance when we take time to nurture these four areas.

Most leaders do a terrible job of focusing on themselves: they take time to relax, live a healthy lifestyle, etc. It’s hard to be effective with your family, career, and community when you’re not taking care of yourself.

ANTHONY: As an executive coach and leader developer, do you find common challenges with executive leaders?

CHUCK: Yes, there are some common challenges. How do you get highly successful, brilliant, results-oriented people to actually be willing to change, even the traits and behaviors that may have helped shape their success in the past? Another is to have leaders find the time to work on themselves and ask others for feedback and input.

ANTHONY: Your company, MCG Partners, also has a subsidiary, Career Transition Advisors, that works with people in career transition; In his opinion, are there differences in the challenges faced by transitioning leaders from individual contributors?

CHUCK: The biggest challenge is that with more senior roles with a higher level of responsibility, there are also fewer options in the market, unless you’re completely open to relocation. As leaders we also develop a leadership brand based on reputation, results, experience, personality/style and interest. Some leaders prefer turnarounds/restructuring and other business-building/high-growth opportunities. Some like global and complex businesses, while others prefer specialized markets and solutions. While it is important to understand and hone your specialties, it can also be limiting in terms of your career growth options.

ANTHONY: Organizations often select people for leadership positions because they are good “gimmicks” and assume they will be good leaders of “gimmicks.” This often sets the individual up for failure; What advice would you give the new leader in this position?

CHUCK: Someone who has a lot of functional experience, whether it’s in manufacturing, finance, sales, marketing, operations, human resources, technology, etc. – has to make the transition to be an effective manager AND leader. They are two separate skills and approaches. Employees need their managers not only to assign tasks but also to define purpose. Managers must organize employees, not only to maximize efficiency, but also to nurture skills, develop talent, and inspire results. Being a good manager means managing processes and systems; direct, plan, coordinate, organize and educate. Being a good leader means leading people; you inspire, motivate, provide a vision and train others.

Managers manage; innovative leaders. Managers take advantage of the tried and true; leaders are born. Manager control; Leaders develop trust. Managers have their eyes on the bottom line; leaders have their eyes on the horizon. Managers ask how and when; leaders ask what and why.

ANTHONY: What does leadership mean to you?

CHUCK: A lot of things: being willing to constantly learn; to help others succeed and increase their effectiveness; help others understand what matters to them and then help guide them to it; better align how people see themselves versus how others see them; be humble and able to understand the audience and adapt to it; and being able to adapt to influence and persuade others.

It’s about truly understanding others: what’s important to them, their dreams and aspirations, as well as where they come from, what made them who they are, and what they need to become who they want to be. Leadership means developing the next generation of leaders, building high-performing teams, and understanding the importance of building relationships and trust.

ANTHONY: What are your thoughts on the value of mentoring?

CHUCK: Being a mentor and advocate for others, even having them for us, is critical. It is to this day one of the most effective means of development and guidance in one’s career and life. Most, including the “self-made” ones, have had some form of advocacy and mentorship. Never stop having one, no matter how successful or senior you become. Don’t be afraid to ask for direct feedback, even if you don’t want to hear it or it may be difficult. Most importantly, if you’re asking for feedback, input, and direction, do something about it. Show that you’ve heard it, or people will stop providing it. Listens; don’t argue. Be thankful and appreciative.

ANTHONY: What has been the biggest leadership challenge in your career?

CHUCK: They asked me if I had ever received a 360 evaluation. There was not.

After going through the feedback gathering process, the results were starting to come back to me. Little did he understand that while he was a decent manager who was very good at building businesses and getting results, he was not a good leader. It was a time in my life and career where I had to decide if I wanted to be a good leader and if I was willing to learn, change and commit. I have been on that journey ever since, and it has transformed me as a leader and as a person.

ANTHONY: What has been your greatest leadership achievement?

CHUCK: Coaching very talented and successful leaders to be more effective and knowing that we have changed their lives and their relationships with others is extremely rewarding. Many have been promoted, including to C-level positions.

ANTHONY: The biggest mistake a leader can make is?

CHUCK: To stop listening and learning; believe that they have “arrived”.

ANTHONY: The most important thing a leader can do is…

CHUCK: Listen, learn and lead.

ANTHONY: What kind of advice would you give your children to prepare them for their careers and potential leadership roles?

CHUCK: Follow your heart and your passions. Try to understand what he’s good at, his strengths, and what he likes, but don’t be afraid to explore. Go out and learn about what people are doing, especially in your circle of friends and family. Be flexible, a team player and work hard. Develop strong communication skills and find a mentor and others who will advocate for you. Internal and external network. Find interests, hobbies, and activities outside of work. Be willing to make mistakes and even fail.

ANTHONY: I have always found the written word to be a source of inspiration and motivation, so every day I post a quote on the Leadership & More blog and on other social media. Do you have a favorite date?

CHUCK: There are so many favorite quotes that have inspired me over the years. One I’ve thought of recently is by Peter Drucker: “The most effective leaders never say ‘I.’ they think ‘we’, they think ‘team’. They understand that their job is to make the team work. They accept responsibility and don’t shirk it, but ‘we’ get the credit… This is what creates trust, what allows you to get things done.”