Jak Horakunwetchana is a strong supporter of developing and continually pushing his agents to become more and more independent. At the same time, he makes sure they’re not afraid to fail. This is how he maintains balance in leadership.
A key strategy for building a business with First Financial Security (FFS) is to develop a productive team of leaders. To accomplish this, I start by being a servant leader. Then, I mentor teammates, so they can duplicate my efforts.
It is definitely a balance in leadership that I work hard to maintain. Both of these tasks are equally important to the overall performance and growth of the team.
People often ask me which qualities do teammates demonstrate that show they have the potential to become strong leaders. Some of these qualities can be developed, such as technical knowledge and improved communication skills.
There are several core qualities that I believe potential leaders must already possess:
- Willingness to be coached
- A strong work ethic
These are all key components to being a successful leader in our business.
Training a Leader
When I find a leader with these qualities, I invest my time teaching them the FFS Business Building System (BBS). The BBS provides a step-by-step guide that directs people through all areas of our business.
The key for me is spending time discussing the system’s details, so they understand the importance of following it precisely. The more closely they follow the system, the quicker my new leader can start running their own meetings.
As builders, we need to embrace the challenges that an entrepreneur faces with the understanding that they will make mistakes. The key is to grow from those experiences. It’s a foolproof learning system that is unique to each individual.
I am a strong supporter of developing and continually pushing my agents to become more and more independent. I believe in getting them out there to apply what they’ve learned. At the same time, I make sure they’re not afraid to fail. They always have my support and the support of our entire team.
I did say there is a balance between developing my leaders and serving my team that I like to maintain. Every day differs, though, because my team’s needs vary.
My daily routine includes monitoring the back office for team production and contest standings. I review any team emails, text messages, or social media. I’m continually returning calls throughout the day and am on standby for a leader call. I also hold meetings to share updates and training to ensure we’re all on the same page.
That’s about all that’s standard, though. When it comes to support and development it’s much less structured.
Balancing my time depends on the maturity level of the leaders and agents with whom I’m working. Experienced leaders require a different level of support than new recruits. While recruits need more training and development to get started, producing agents require more time to get policies issued. New leaders need guidance on developing a strategy to help build their teams.
What’s most Important?
We have a limited amount of time each day to take care of business and personal needs.
What I’ve learned is that you need to prioritize your time, or you won’t be able to optimize your results.
You also have to be able to balance your personal time with your business responsibilities. Life is short; balance is the key to success in almost everything you do. I communicate that to my team through my words and my actions.
Do as I Do
I’m also a role model for my team at all times, whether I’m in a servant leader or leadership development role. I think it’s one of the most important things you can do for yourself and your business.
You earn the trust and the respect of your teammates and, in turn, they want to follow your example. I would never ask my agents to do something I wouldn’t do or haven’t done myself. So, when I challenge my agents to move outside of their comfort zone, they know I’ve been there too.
I want to empower them with all that I know and help them grow their businesses. It’s important that they know I will always be by their side for support and guidance.
One of the biggest hurdles to team building is the leader who says they have no time to develop associates. They can’t spare the time to invest in grooming leaders. At the same time, they find that they can’t effectively lead the entire team on their own.
They won’t find any relief until they consciously make the time to address the roadblock. Einstein said, “Insanity is doing the same thing over and over and expecting a different result.” Dedicate the time to find balance. If you do, you’ll see a dramatic change in the growth of your team and the success of your associates.
Meet the Author: Jak Horakunwetchana
Jakarat Horakunwetchana came to the United States from Thailand after graduating from high school in 1995. Knowing little English and with no money, Jak supported himself through college by working full time at restaurants in Florida and Georgia. In 2002, Jak graduated with a Bachelors of Science degree in Mechanical Engineering from Georgia Institute of Technology.
Prior to joining First Financial Security in 2011 as a part-time representative, Jak worked as a Teaching and Research Assistant while he was studying for his Masters degree. He also was involved with a start-up automotive plant and worked as a Quality Engineer for several years.
Today, Jak is full time with First Financial Security as a National Marketing Director. He is a member of FFS’ prestigious Champions Club for representatives earning more $100,000 in a rolling 12 months. Jak leads teams in Georgia, Florida, as well as North and South Carolina.