NMP - February 2018 - 47

Five Things the Military
Can Teach the Mortgage
Industry About Leadership
By Rear Admiral Tom Lynch, USN (Ret.)
resident Dwight D.
Eisenhower once
said that leadership
is "The art of getting
someone else to do
something you want
done because he wants to do it."
Those words sum up the very
essence of great leadership.
Companies looking to help
shape future leaders in the
mortgage business are wise to pay
close attention to Eisenhower's
words. In fact, they are the
personification of "character-driven
leadership," which is something
we've been hearing a lot about
lately. Many mortgage companies
now have their own leadership
training programs for new and
current employees, and many
emphasize the important role that
character plays in leadership. But
what exactly does character-driven
leadership mean? And is it really
something that can be taught?
During my 31-year career in the
U.S. Navy, I learned important
lessons on leadership that can
easily be applied to the mortgage
industry. Here are just a few:

P

Self." This means that before
taking any action, a sailor must
first ask what impact it will have on
the ship, then on his shipmates,
and lastly, on his own personal
needs.
When applied to a mortgage
company or any business, the
ship, or the overall organization
and its customers, come first. The
shipmates, or your fellow
employees, come next. Only after
the organization and your
customer and colleagues' needs
have been addressed do you
consider what is best for you.
In the Navy, "Ship, Shipmate,
Self" helps sailors set the order of
their priorities and loyalties. In the
same way, the mantra can be the
blueprint for a successful lending
company. Prioritizing the needs of
the organization, colleagues and
customers above your own
ensures that employees are
looking out for each other and for
customers. The result is a culture
of giving, not taking, and an
environment where characterdriven leaders can grow and stand
out.

Whatever happens,
stay calm
In the military, a leader's attitude
and emotions can be a matter of
life or death. Their actions set the
tone for an entire squadron, so
they have been trained to keep
calm in the face of a stressful or
life-threatening situation. When a
leader is not calm, no one is, and
that's when bad decisions can
ensue.
While the stakes aren't quite as
high in the mortgage business,
remaining "cool, calm and
collected" when faced with a
crisis, is just as important. When a
company is accused of wrongdoing, some leaders panic and let
their emotions get the best of
them. If a CEO allows panic to set
in, the entire team follows suit,
more mistakes are made, and
customers are lost.

Have a clear vision
There's a reason why strong and
effective leaders are found in our
Armed Forces. Our military
services have spent years refining
their leadership processes, as well
as the training that we invest into
each of our servicemen and
women. Part of that training is
learning that leaders must have a
clear-cut vision and specific goals.
Having a clear vision means
knowing what they are trying to
accomplish.
In the same way, leaders of a
mortgage company won't be very
successful if they don't have a
strong vision and well-defined
goals for their company and their
employees. The most effective
CEOs and presidents have well
thought-out objectives for their
organization. By clearly and
consistently communicating these
objectives, they inspire employees
to work towards those goals.

Put others before yourself
In the Navy, sailors are instilled
with the philosophy of three
powerful words: "Ship, Shipmate,

Leaders are made, not born
We all know someone who might

be called a "natural born leader."
These people are usually smart,
bold and likeable. However, the
right training, education and
mentoring are just as important as
these traits, if not more so.
Consider the military's approach
to creating great leaders: There's a
strong emphasis on discipline,
training and education. This is the
model we follow at my
organization, NewDay USA. All
newly-hired team members
complete a comprehensive, formal
leadership training program. During
a 12-month period, in addition to
the mortgage training we give
them, each new teammate
participates in 60 hours of
classroom instruction that focuses
on core values and ethics-based
leadership concepts.
Because active servicemen,
servicewomen and veterans are
our primary customers, our
leadership training program helps
team members gain a strong
understanding of the unique needs
of the veteran community. We
combine leadership training with
equally comprehensive mortgage
banking-related educational
sessions. And through this training,
we have found that leadership
skills can, indeed, be taught.
Integrity is non-negotiable
The military emphasizes that
integrity is an essential piece of
strong leadership. As the late
General Norman Schwarzkopf put
it: "Leadership is a potent
combination of strategy and
character. But if you must be
without one, be without the
strategy." In other words, a leader
may be brilliant and very
knowledgeable about their

business, but if people sense a
lack of character, the leader won't
be nearly as effective.
Some of the attributes
associated with good character are
integrity, honesty, responsibility
and compassion. That means
being truthful both to oneself and
to others, and not being afraid to
stand up for what is right. It also
means knowing when to admit
mistakes and not shifting blame to
others. The best leaders
understand these principles very
well. In the mortgage business,
organizations that are honest,
transparent and take responsibility
for their actions are those that
build trust with their customers
and with the public. They enjoy a
far better reputation than
companies that are not
forthcoming with their customers
or that attempt to cover up
problems.
I see a very bright future for
today's emerging leaders in the
mortgage business. With the right
coaching, education and
mentoring, the industry's best and
brightest will be well on their way
to be tomorrow's leaders. I was
fortunate to learn important
lessons on leadership early on and
throughout the course of my Navy
career, and feel fortunate that I can
pass those lessons on to the
mortgage industry's future leaders.
Eisenhower was an American
hero and one of our nation's
greatest success stories, but he
didn't achieve the highest rank in
the military or serve two terms in
the White House on his own. He
did it because he was a man of
strong character who inspired
others to follow his lead. That is
the essence of leadership.

Rear Admiral Tom Lynch, USN (Ret.) is the Executive
Chairman of NewDay USA. Admiral Lynch retired from the
Navy in 1995, following which he held senior executive
leadership positions at Safeguard Scientifics, CompuCom
Systems and The Staubach Company. He has served as a
Director of multiple private and publicly-held companies.
The Admiral graduated from the US Naval Academy with
a BS Degree in 1964 and earned an MS from George
Washington University in 1971. He was recognized as a
U.S. Naval Academy Distinguished Graduate in 2010.



Table of Contents for the Digital Edition of NMP - February 2018

Contents
NMP - February 2018 - Cover1
NMP - February 2018 - Cover2
NMP - February 2018 - 1
NMP - February 2018 - Contents
NMP - February 2018 - 3
NMP - February 2018 - 4
NMP - February 2018 - 5
NMP - February 2018 - 6
NMP - February 2018 - 7
NMP - February 2018 - 8
NMP - February 2018 - 9
NMP - February 2018 - 10
NMP - February 2018 - 11
NMP - February 2018 - 12
NMP - February 2018 - 13
NMP - February 2018 - 14
NMP - February 2018 - 15
NMP - February 2018 - 16
NMP - February 2018 - 17
NMP - February 2018 - 18
NMP - February 2018 - 19
NMP - February 2018 - 20
NMP - February 2018 - 21
NMP - February 2018 - 22
NMP - February 2018 - 23
NMP - February 2018 - 24
NMP - February 2018 - 25
NMP - February 2018 - 26
NMP - February 2018 - 27
NMP - February 2018 - 28
NMP - February 2018 - 29
NMP - February 2018 - 30
NMP - February 2018 - 31
NMP - February 2018 - 32
NMP - February 2018 - 33
NMP - February 2018 - 34
NMP - February 2018 - 35
NMP - February 2018 - 36
NMP - February 2018 - 37
NMP - February 2018 - 38
NMP - February 2018 - 39
NMP - February 2018 - 40
NMP - February 2018 - 41
NMP - February 2018 - 42
NMP - February 2018 - 43
NMP - February 2018 - 44
NMP - February 2018 - 45
NMP - February 2018 - 46
NMP - February 2018 - 47
NMP - February 2018 - 48
NMP - February 2018 - 49
NMP - February 2018 - 50
NMP - February 2018 - 51
NMP - February 2018 - 52
NMP - February 2018 - 53
NMP - February 2018 - 54
NMP - February 2018 - 55
NMP - February 2018 - 56
NMP - February 2018 - 57
NMP - February 2018 - 58
NMP - February 2018 - 59
NMP - February 2018 - 60
NMP - February 2018 - 61
NMP - February 2018 - 62
NMP - February 2018 - 63
NMP - February 2018 - 64
NMP - February 2018 - 65
NMP - February 2018 - 66
NMP - February 2018 - 67
NMP - February 2018 - 68
NMP - February 2018 - 69
NMP - February 2018 - 70
NMP - February 2018 - 71
NMP - February 2018 - 72
NMP - February 2018 - 73
NMP - February 2018 - 74
NMP - February 2018 - 75
NMP - February 2018 - 76
NMP - February 2018 - 77
NMP - February 2018 - 78
NMP - February 2018 - 79
NMP - February 2018 - 80
NMP - February 2018 - 81
NMP - February 2018 - 82
NMP - February 2018 - 83
NMP - February 2018 - 84
NMP - February 2018 - 85
NMP - February 2018 - 86
NMP - February 2018 - 87
NMP - February 2018 - 88
NMP - February 2018 - Cover3
NMP - February 2018 - Cover4
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201911
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201910
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201909
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201908
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201907
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201906
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201905
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201904
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201903
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201902
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201901
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201812
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201811
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201810
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201809
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201808
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201807
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201806
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201805
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201804
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201803
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201802
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201801
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201712
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201711
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201710
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201709
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201708
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201707
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201706
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201705
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201704
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201703
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201702
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201701
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201612
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201611
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201610
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201609
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201608
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201607
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201604
http://www.nxtbookMEDIA.com