NMP - April 2017 - 77

pecial focus on LEADERSHIP

need to know that if they are
wrong, it is ok and that their
team will work to help them
correct the mistake and learn
so it does not happen again.
Leadership is not synonymous
with perfection and to expect
as much will lead to burnout
and an early exit.
"I am a believer that good
leadership is underrated,"
Brown notes. "You see, you
can have quality teammates
and excellent systems but if
you have poor leadership you
will not survive, you may have a
good year or two, but your long
term prognosis will be suspect.
At the end of every day, we as
leaders must think about how
we could have been a better
teammate and how we could
have made someone feel better
about their efforts."
Leadership is not a
popularity contest. When
necessary, leaders must be
prepared to make difficult
decisions and be comfortable
saying no. As Brown says,
"Genuine leaders know when to
show grace, and when they
have to say 'no,' realizing that
they will lose popularity, but
gain respect."
As managers we are tasked
with looking at things from a
team perspective first. There
are often times where we are
approached with ideas from
individuals that may benefit
them but would be harmful for
the team. In situations like
these, we must explain why we

a special focus on LEAD

"By demonstrating our trust and belief in the leaders
we bring in to our teams, we help them gain the trust
and support of those they are tasked with leading."
-Amy Slotnick, branch manager,
Fairway Independent Mortgage Corporation

are saying no to hopefully help
the individual understand even
if they do not agree.
We have found that the most
obvious person in the room, the
loudest, most daring, talkative,
or popular does not always
make the best leader. Rather, it
is often the most humble,
patient and thoughtful person.
We've been fortunate enough

to work with and for incredible
leaders throughout our careers.
It is our belief that the best of
the best understand the servant
mentality. They are humble in
spite of their success. If you
have had the good fortune to
work for a great leader, you can
feel the impact they have in
their speech and see it in their
eyes.

77
David Lazowski entered the mortgage industry in 2005
after spending 12 years working on Wall Street. In 2008,
he joined Fairway Independent Mortgage Corporation as
a branch manager and loan originator. In 2007, Amy
Slotnick joined Fairway Independent Mortgage
Corporation as a loan originator. In 2014, she became the
company's Newton Mass. branch manager and has since
grown the branch exponentially.

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them and encourage them to
step forward. For example, a
few years ago when we were
going through reorganization
and our region was growing,
there was an opportunity for
the development of a regional
marketing manager position.
We had an individual filling the
role of marketing director on a
branch level and when the
regional position presented
itself it was clear to us that she
should fill the role. In this
instance we recognized that
this person had the skillset
necessary to develop this role
and excel in the position and
saw the characteristics
necessary to get the region
behind her. By us raising her
hand for this position, her job
responsibilities were greatly
enhanced and her impact on
the entire region and company
was significantly increased. As
she celebrates her fifth year
with Fairway it is shown daily
how much she adds to our
region.
When hiring leaders from
outside of the organization the
process is similar. To put it
simply, leaders attract leaders.
You must first define the
parameters of the job and
identify what skillset is
necessary to make the person
successful in their day-to-day
role. From there you must show
that anybody joining the
organization will continuously
have support, a trusted
sounding board when they
need it, a platform for their
strengths to shine and
opportunities to elevate their
skillsets. As managers we have
to make sure whoever is joining
the organization fits into our
company culture, has a strong
track record and most
importantly will take the time to
ensure every person they are
leading, trusts them to do so.
By demonstrating our trust and
belief in the leaders we bring in
to our teams, we help them
gain the trust and support of
those they are tasked with
leading.
Retention depends on two
things; existing leadership and
culture. Management needs to
be collaborative, provide a
strong example and work to
make everyone in the
organization better.
Additionally, the environment
must be one that makes a
leader feel safe to lead. They

a special focus on LEADERSHIP


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Table of Contents for the Digital Edition of NMP - April 2017

Contents
NMP - April 2017 - Cover1
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NMP - April 2017 - 1
NMP - April 2017 - Contents
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