Dean Hartman: President of Boris Holdings Inc. and Founder of Nubodys Fitness Centres

Michael(MD): What did you do to move to a leadership role?

Dean Hartmanl (DH): I knew at age 10 that I was going to be an entrepreneur. Having grown up in that environment, I showed the signs early. I used to shovel snow for neighbors building a clientele so that I could buy a snowblower at age 15. I had more than enough work that I could see how to multiply things and paid some of my buddies to help. So, being an entrepreneur was never in question for me. But building a company and leading 950 people was never something I thought of. As I built a micro-business I felt I was responsible for everything and that became stagnant and miserable for me. Being an entrepreneur at that point was a “job”. At that pivotal time, I made the decision to get beyond the job or get out. I decided to find a way to become the leader I needed to be. So, I made the decision to be a leader. I realized that as an entrepreneur I got caught up in small petty things and I wasn’t focused on the right challenges to build a macro-business. It wasn’t something driven by ego or money but growth that I needed so that I could have a business model that put me in better mind space. I loved my business but it needed to grow and I needed to grow ahead of it. Over twenty-four months, I really struggled with the growth and it affected everything. Yet, to get away from being caught in and owned by the small things, I knew I had to build the business beyond what I could handle and become a better leader.

(MD): What is one thing that developing professionals need to do more of?

(MD): What about doing less of?

(DH): The likeability factor is critical for success. I find young professionals are too caught up in doing business through technology. I think this closes down the ability to build strong interpersonal skills. Regardless of your business or profession, you are going to work with people and sell to people – and people would rather work and buy from people they like. Dealing through technology does not necessarily make you likeable. I believe technology makes you connected but how many robust conversations do you have with all of those “connections”? I really encourage developing professionals to invest in personally building relationship skills in dealing with people face-to-face.

As well, accountability can seem like a dirty word to people. But I really encourage people to clarify and commit to your greatest passion and then put pen to paper and write it down. Do a personal vision statement and put it to paper using it to reflect on what you need to do and what decisions are best for you. There are no other people to blame when things don’t go the way you want them to – you need a personal vision that you have right up front and re-visit on a regular basis. I have used this approach religiously and it helped me. It is not a statement of outcomes but all about actions you will take. It is about “I will …” and the commitments you make to your success. Too many people get focused on the outcomes and it becomes all about ego, titles, and toys. With too much focus on those things, you lose sight of what it takes to get the right results. If you don’t have a passion, you have a problem. So, stop focusing on outcomes and define your vision for what you will do. Stop emulating the false wish to be where someone else is – clarify where you want to be.

(MD): What experience helped you the most in your career and why?

(DH): It was in late 2001 that I really found my own clear vision and defined my passion. I had always loved my business but I had lost my way in trying to control everything. I realized it was limiting me and the business and I either had to do something else or make shifts to do things the right way. I had to take the focus away from control, which allowed me to give up things I really didn’t like but had felt I needed to do. I really had to “give up to grow up”. I had to admit that I was the problem and take the responsibility for making changes to grow. In the end, it really is up to you.

(MD): What was the greatest challenge moving your career forward?

(DH): Again, the greatest challenge for me was to make the shifts of “micro” to “macro”. I really struggled with letting go of the details – I would let go, then take things back, and let go only to take it back again. Finally, I found the way and when I truly let go I became much more open – and that was huge for me. Many entrepreneurs hide behind “things are going great” and never admit they need help. I had to be honest and come out and admit where I was and find people to help. My leadership became very different with this admission and much easier. I was able to be away from the business and let people grow and contribute. I used to micro-manage the  sales process but ironically it was when I let that go we started to experience dramatic growth. That’s when I knew we had a sustainable business.

(MD): What is the greatest strength of your approach to leadership?

(DH): I think my greatest strength is my ability to catch myself and turn it around. I have many of the same traits I had twenty-five years ago but I have learned to manage them and not exhibit them as much. People may have seen me as a bit of a bulldog because of my discipline and tenacity to just work harder to make it happen. I am dedicated to discipline but I am also passionate about people. I love to coach and see people grow and win. I don’t want to see people fall down – ever – I hate it. I really apply my discipline to help them achieve.

I also have a real ability to vividly picture things and create a vision of what the future will look like so people can see where we are going and invest. I clearly articulate the market, the business, and the team and what they will look like based on my passion for what the future holds. I like to push people to get beyond the false “outcome” goals and let their masks down to envision what they really want to do.

(MD): What has been the biggest surprise you have had since attaining a senior leadership role?

(DH): The surprise for me has been the value of letting go. When I was coming out of being a control leader to become a people leader, it was a huge surprise. I had been told by many people to back off and relax but never believed it would work. When I tried and committed to letting go and growing as a leader by letting others do as well, I was shaken by how great it was. I am still shaken by it.

(MD)What is the greatest benefit to you in attaining a senior leadership role?

(DH): It has been a balanced benefit for me. The picture of a leader is often one of someone carrying a heavy knapsack on their back forging forward but it really shouldn’t weigh you down. The benefit to me of being a leader has been a lighter load. It’s a human world out there and we all want to like and be loved. By coming out and letting go of the controls, you find a kinder way to lead. One based on trust, respect, and loyalty. Letting go doesn’t mean you lessen your drive or tenacity but it changes the emphasis. It’s not the dollar but rather the behaviors that go into being successful that matter most. Letting go and leading by supporting and investing in people changes corporate energy, builds our communities, and multiplies the outcomes. The kindness element of the organizational culture was really payback in itself.

One of the two main benefits for me from being a real leader has been having the autonomy to get things done. It may take time but you can put your shoulder to the wheel and have a real impact – which is important. Secondly, you realize you are fortunate to be around people in your organization that you can help grow. I was lucky to learn from great mentors to just follow the old adage with people, “do unto others as you would have them do unto you”, and you see people grow. From my mentoring experiences, I have tried to pass that on to the people around me through supporting training and development to help them see and realize their potential. That is such a great benefit for me.

(MD): What is the next achievement you want in your leadership career?

(DH): Well, on the personal side, I am still learning and growing. You can’t stand still. In your learning you will find the next right thing and get to the next right level. I am as passionate today as always about being an entrepreneur and being a leader that develops people. I like to provide guidance and that’s where I am right now, focused on the humane side of the organization to help people express their goals and find their way. You just figure out what your own play is and go after it really hard – put your head down and let the results speak for themselves.

Think about where you are now in your career and what you can take from Dean's observations. We would love to hear your comments about what are your key takeaways from our conversation with Dean.

Tell us your progress – we want you to succeed.

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