The ABC team caught up with Lars Johnston to talk about leadership, his new career and life after the CRMBA program.

Lars is originally from Brandon, Manitoba. He holds two undergraduate degrees: one from UBC in cell biology and genetics, and one in business administration from Brandon.

What companies have you worked for, and in what roles?

I’ve been an entrepreneur for most of my life. I’ve started and owned several small businesses (and a couple not so small), and have only been employed by others a few times. The first was during my residency with Atlantic Lottery. I was a Digital Technology Analyst.

I’m now working at Calgary Lock & Safe. I’m the financial officer here. In the business world, my position would be closer to the operations officer than finance; however, I was given the title and didn’t feel the need to change it on my first day.

How did Dalhousie’s CRMBA help you get where you are today?

Anyone that knows me will understand how much this pains me to say, but the softer side (EQ) of the MBA is what I use every day. I use emotional intelligence all day, every day. Not just in the traditional sense, i.e. around the office with employees, but also when dealing with customers and suppliers. Because small business doesn’t have the red-tape of larger corporations, rules and policies are commonly negotiated and being self-aware is critical in negotiations. Understanding how I process information, and how others affect me emotionally, are key when I’m preparing for situations. The combination of traditional EQ, along with the CRMBA self-awareness angle, makes for a super effective negotiating mindset.

What is your definition of leadership?

Leadership is a quality in a person that draws people in and inspires them to change, improve or continue.

What is one characteristic that you believe every leader should possess?

A leader needs to have confidence.

What is your leadership style?

I don’t have a style per se; however, I believe that failing quickly and often is the key to running a business and therefore I try to gently nudge my employees in the direction I believe is the best for the organization. I believe empowering them to make their own decisions is of huge benefit to any company, but leaving employees completely unguided is a mistake. When I say fail quickly and often I mean I’d rather make a bunch of small mistakes at the beginning, pivot and try something new instead of investing a bunch of resources in an idea and finding out several months down the road that it was a dumb idea – which I have lots of.

As a leader I am also a big proponent of change and believe companies that aren’t continually adapting will ultimately fail. I encourage people to challenge trite, stagnant business practices. When hiring employees, I hire people who can analyze a process, figure out how to improve it and have the skills to create an implementation strategy and action plan.

What do you believe is the biggest challenge facing leaders today?

The biggest challenge I see facing leaders today is technological change. Technological changes are occurring every second of every day and the truth of the matter is that most decision makers are of a generation that is uncomfortable with technology. I noticed that within a month of being out of school I started to lag behind the tech sector. I now use apps like Reddit and The Verge (and the Chive) to keep up to date with the changing landscape.

What is one mistake you see leaders make more often than others in a non-leadership role?

Generally speaking, leaders in organizations spend too much time at work. I know that sounds crazy, but I’m serious. Whether it’s because they feel they should be first-in-last-out or because they aren’t able to delegate efficiently, leaders tend to work 14, 16 or even 18-hour days and they burn themselves out. Early in this job, I fell into this trap and almost died (not true). I am now very conscious about spending too much time here. I even keep a jar of rocks, pebbles and sand on my desk to remind me to go home at night. If you’re unfamiliar with my reference, here’s the link: http://responsivereaction.blogspot.ca/2007/05/rock-pebbles-and-sand-important-things.html

How is being CFO a leadership role and can you give an example of some leadership challenges you face?

People with my background aren’t commonly found in a trade. This means I spend a huge portion of my time educating our staff and managers on the “business” aspect of our company. The challenge I face is understanding their priorities and capabilities and not trying to shove my business jargon down their throats.

Who do you admire as a leader?

There is no single person I admire. But I’ll give you a few people who have had major influences on my life that got me to where I am – Nick Ksiezopolski and Alex Mulkewytch, two of my closest friends from the program, and Scott Comber and Rick Nason.

Nick is a super charismatic, energetic dreamer. He drinks water from a fire-hose. You cannot help but be inspired by the guy. When he talks, you just want to be part of his team. When he speaks about his ideas and his life, the passion in Nick’s voice makes you believe the guy could walk on water. I try to bring his energy and charisma to work with me every day.

Alex was the ultra-compassionate-thinker. While I naturally think of everything in terms of numbers and dollars, she thinks in terms of people and emotion. She’s thoughtful and kind and I often ask myself what she would do in my situation.

Scott is a leader that makes everyone feel valued. He listens and prompts you to explore your thoughts further than you normally would. He’s a very good person to talk through problems with, and always leaves you feeling like he cares about the people he’s dealing with. His empathy really shows in his leadership and I’m slowly trying to change my style to include more (some) empathy.

I’m not sure I want to admit this in a public forum, but my leadership style reminds me of Rick’s – a lot. He never answers any questions. Instead, he talks you in circles, comes at you from different angles and suggests options you hadn’t previously considered. Many times you walk out of Rick’s office more confused than when you walked in. However, hours/days/weeks/years later you realize that he prompted you to think about the problem in a way which eventually led you to a solution.

What are the most important decisions you have made at Calgary Lock & Safe?

Every day I make decisions that have a direct financial impact on 30 people. I don’t take this lightly. It would be one thing if I screwed up and lost all of my own money at 30 years old, but for the 10 or so senior staff that are in the twilight of their careers it’s entirely different. I need to consider what is best for all stakeholders.

What made you choose to work for Calgary Lock & Safe?

I saw it as a huge personal challenge. I stepped way outside my comfort zone and took a risk. I see the trades as an area where some business training can make huge improvements and the potential in a city like Calgary really got me excited.

What do you believe makes Dalhousie’s MBA program different in terms of leadership compared to other MBA programs?

Humans are emotional creatures so ignoring the emotional effects on decision-making is a major strategic error. While lots of MBA schools are moving away from traditional linear decision-making towards an EQ-based curriculum, Dalhousie is going further by helping us understand ourselves and how we react under emotional distress. Understanding others’ emotions is only half the battle; you truly need to understand yourself and how you work in order to utilize emotional intelligence. That’s where the personality tests like Myers-Briggs and One Smart World really come in to play and are incredibly useful if you put the effort in to understand them.

What advice would you give someone going into a leadership position for the first time?

Be confident. You’re there for a reason. They picked you when they could have picked someone else. Don’t be afraid to make mistakes and when you do, admit them.

What are you doing to ensure you continue to grow and develop as a leader?

I utilize the small amounts of time I have to continue my growing as a leader. I use apps like the Verge and Reddit, and follow different leadership gurus on Twitter. Maybe most importantly, I make space in my weekly diary to read, reflect and process the lessons I’ve learned from the week before. Lastly, when I’m in over my head, I reach out to my peers for help. Admitting you need help is one of the hardest, yet strongest, things you can do.