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INNOVATE
30 •
PPB
• OCTOBER 2014
What is your philosophy
for successfully managing
people?
Habzda:
I work very hard to
create an atmosphere of trust
and respect. It is also very
important to be genuine so
your team feels you really
believe in them. Another
important aspect is empow-
erment—the ability to be
confident that they can make
decisions. Communication is
vital to maintain all of this.
How do you create a
positive culture with your
team and those who report
to you?
Habzda:
It’s all about the
team. If you’re going to
engage the best and the
brightest and retain them,
they’d better think that you
care more about them than
you care about yourself.
They’re not about making
you look good. You’re about
making them successful. If
you really believe that and
act on that, it gains you credi-
bility and trust. Trust is a
much more powerful, long-
term and sustainable way to
drive an organization and cre-
ate a positive culture.
What advice can you share
with other managers to
improve their people-man-
agement skills?
Habzda:
Assume the best
intent of people, and that
they’re really trying to do a
good job. People really
are
trying to do a good job, and
they want to be proud of
where they work.
Jim Habzda, MAS
Senior Vice President, Geiger
(UPIC: Geiger)
Lewiston, Maine
Number of direct reports:
8
Cool factor:
He doesn’t take himself too seriously
and maintains a calm demeanor when crises occur.
Nominated by:
Lorrayne Mancari, MAS+, who rep-
resented his entire team with the nomination
“Jim’s laid-back and relaxed management style, along with his
sense of humor, set him apart from other bosses,” says
Lorrayne Mancari, regional sales vice president. “Our boss uses
his quick, dry wit and sense of humor to keep us from going
off the rails at times and he’s well known for his goofy laugh-
ter, which we all try to imitate. When you hear it, you cannot
help but laugh too.” Mancari describes her boss of 11 years as a
leader who encourages teamwork among the sales management
team which allows them to leverage the strengths of individu-
als for the benefit of the team, sales partners and company.
“There is an unbroken trust with Jim; trusting and empower-
ing us to make sound decisions but always available to offer
advice or discuss strategies whether it’s 7 am or 10 pm.” He’s
also hands-on, without being a micromanager, she adds. “He
makes a point to visit our regions personally, multiple times a
year, to get a pulse of what is happening on the street level.”
“[The team is]
not about
making you look
good. You’re
about making
them successful.”