Joe Moran is vice president and director of HB Chemical Corp., a 48-person chemical distributor based in Northeast Ohio.
He says HB Chemical's strength has been its agility and ability to pivot, both of which were tested during the height of the pandemic.
Moran believes his team is meeting the moment once again, and the fact that HB Chemical was Rubber News' 2023 Best Place to Work is evidence of that.
How would you describe or characterize your own leadership style or philosophy?
My leadership style emphasizes trust, autonomy and open communication. I believe in creating a relaxed work environment that encourages creativity and allows team members to take ownership of their responsibilities. Additionally, I place a strong emphasis on serving the needs of both the team and the organization, ensuring that everyone's contributions are valued.
Whom did you emulate (directly or from afar, i.e. an historical figure or otherwise) and why? What traits or virtues did they have that you have taken on yourself?
I've drawn significant inspiration from Jeff Rand, who played a pivotal role in shaping my leadership style. His laid-back approach, emphasis on trust and ability to foster a positive work culture have become key pillars of my own leadership philosophy. I admire his effective communication skills and the way he empowered team members to excel in their roles, traits that I strive to emulate in my leadership journey.
As a leader, what is the key to getting a "buy-in" from employees on a major process change or other disruption/change?
I've found that the key to gaining buy-in from employees during major changes lies in fostering open communication and collaboration. Rather than imposing changes from the top down, I engage my team in discussions, allowing them to express their thoughts and concerns. This approach creates a more relaxed and inclusive atmosphere, where team members feel heard and valued. By involving them in the decision-making process, I've seen a greater willingness to embrace change, as they understand the reasons behind it and feel a sense of ownership in the transition. This approach not only eases the tension that can come with change but also cultivates a positive and adaptable team culture.
Specifically in the chemical distribution business, what advice would you impart to someone striving for such a position or transitioning in to your industry/orbit?
One thing I've learned is that success often hinges on the people side of things. It's not just about the chemicals; it's about the relationships. Make it a point to genuinely connect with your suppliers. Understand their needs and how you can bring value to their operations. The same goes for your customers—go beyond the transaction and focus on providing solutions that genuinely make a difference for them.
In a world of technicalities, don't get bogged down. Take an attentive approach to learning the ins and outs. Stay informed about the industry shifts, but don't lose sight of the human element. Networking isn't just a formality; it's about building relationships that matter. Approach challenges with a calm and composed mindset, fostering creativity and innovative problem solving.
Remember, it's not just about being a player in the industry, it's about being a valued partner. In the chemical distribution business, the right suppliers are key, and bringing value to them and your customers is what truly counts.
What is the key to closing a deal? What are the tenets to remember, or the "guardrails" that you use?
Closing a deal, in my book, is like orchestrating a conversation rather than a transaction. The real key lies in understanding that it's not just about sealing the deal but about building a relationship that lasts. I've found that being genuine is the magic ingredient. Listen actively to what your potential partners or customers are saying, and tailor your pitch to genuinely address their needs.
I think that a more collaborative style works best. It's not about pushing; it's about pulling everyone into a shared vision. Transparency is crucial—be upfront about what you can deliver and how it aligns with their goals. Trust is the foundation, and once you've got that, the deal isn't just closed. It's the beginning of a partnership.
