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I don’t know about you, but I’m learning a lot in 2020. For starters, I’ve incorporated “synchronous” and “asynchronous” learning into my daily lexicon. I’ve also discovered that one of my kids likes to do remote school in his room, one prefers my wife’s office and another chooses to Zoom from the dining room table. Also, no one likes the basement.

Though it has taken us several months to navigate work, school and life in general during a global pandemic, my personal party of five is getting pretty good at working together, understanding each other’s nuances, quirks and idiosyncrasies, and perhaps most important, learning from each other. With that learning, comes inevitable growth. It’s a lesson I value greatly during this time of uncertainty and larger unknowns. 

A little over a month ago, I joined Uptake, the Chicago-based industrial data science and artificial intelligence (AI) software leader, as the new president of the company. There was a very nice news release written and like other press announcements regarding business leadership changes, I talked about strategies, value proposition and “excelling in a digital world.” While my statements are true, I’ve never been more ready to run a company like Uptake. I accepted this position not just because I want to help grow the company and expand its global footprint. I took this role because I believe, at my very core, in the power of people. Those that listen, connect and learn from each other, build something meaningful together.

I’ve spent the last five weeks becoming acclimated to this new position. My conversations with various team members have been thoughtful, meaningful and extremely inspiring. I’ve also spent a fair amount of time with Brad Keywell, our founder and CEO. I was fortunate to establish a partnership with Brad in 2015 while co-founding DRIVIN together. In the earlier stages of the build out, we collaborated frequently, as both DRIVIN and Uptake were being built on the same floor. With a background in data and analytics, I had a deep appreciation for what they were building and solving in the industrial sector. Over the past five years, Brad has assembled a smart, dedicated and talented organization that I’m fortunate and proud to now call my colleagues. It’s a tremendous opportunity to reimagine the future of Uptake and working along someone that I admire and trust.

In coming to Uptake, I bring some past successes to the table including the acquisition of DRIVIN to KAR Global, where I spent three years utilizing data to strengthen their digital products and services. I also carry failures, some larger than others. These learnings would become building blocks for the future or as I like to call my “crash-course MBA.” I’m proud of and humbled by both and know that every role I’ve ever held has ultimately prepared me for this one. 

I know it will be a process. It will take time to take in the history of our collective successes and failures to develop and execute a flawless strategy and plan that unequivocally meets the needs of our customers. But we’ll do it by cultivating connections, setting aspirational goals, and investing in each other. We’ll build momentum with energy and passion, one small win at a time. If there’s anything I’ve learned over the course of my career, it’s that success comes from the willingness to learn. Good leaders are ALWAYS “under construction.” I have much more to learn and look forward to my continued education within Uptake.

I was on a flight recently, fiddling with my phone, trying to get an app to work correctly. My six-year-old daughter, who was sitting next to me, reached over the armrest, gently took the phone out of my hands, and said, “Dad, you’re doing it wrong.” (She’s blunt, that little one.) But she was right. I was in fact, doing it wrong, and at that moment, it was evident that my pint-sized techie was clearly smarter than me.

Having participated in many early staged companies, building a business is quite similar. Whether you have 5 or 75 employees, everyone is working harder, doubling responsibilities and fulfilling new and unforeseen roles. As a result, there are a lot of ups and downs. The team can be very high one day and beyond low the next, always testing the culture of your organization. Survival in most cases is dictated by who you have hired.

At DRIVIN, we want to become the NASDAQ of the used car industry, using a recipe of human capital and data to create a frictionless service for dealers to source, acquire and deliver quality vehicles. We’re building a two-sided network that has never been built before and solving an industry-wide problem for dealers. It’s a big undertaking with no playbook to copy. To make this all work effectively, we hired a world class leadership team and it was methodically created from day one. Having previously learned this the hard way with my fair share of hiring mistakes, I have come to the realization that it’s not my job to be the expert at data, technology, marketing, operations or sales. It is my job to hire the right people to perform these roles and not be afraid or intimidated by their experience. Although early, I believe this is why DRIVIN is succeeding.

To give you a simple analogy, I consider myself the band manager; I assemble the band, get people to the venue and then allow the band to do the show, with the knowledge that the set list will change regularly. I can say with certainty that DRIVIN earned the Moxie award for Chicago’s Best New Startup because of the determination of a hard-working team, comprised of dedicated people who are specialists in their field. We are all “marching to the beat of the same drum.” We are transparent, we are honest, and we have trust in one another.

I have found that the real work begins when you recognize your own limitations, put aside your ego, and make yourself vulnerable to recruit and hire ambitious employees and leaders who not only meet the qualifications for the job, but also enforce the company culture. Done right, they immediately become the true experts within their respective jobs. As the leader of the organization, you step aside and allow them to make the magic happen. It’s my job to keep the larger organization focused and set the pace, tone, and direction.

In the end, as the leader, it’s critical that you allow yourself to be outshined by people who are smarter and more talented, as this creates growth and a stronger organization. Be passionate in finding the A-players and those with exceptional talent, intelligence, and drive. Most importantly, find people that challenge you on a consistent basis, as this will improve your personal skills and experience.

Now, excuse me while I check in with my six-year old and get schooled on using my smartphone more effectively.