Turn A Supervisor's Flaws Into A Learning Experience

• Morey Stettner
• On 5:59 pm EDT, Friday August 28, 2009

Many would-be leaders model themselves after their heroes. They find people they admire and copy everything from their dress to their speech tics.

Jack Rooney used a different method to groom himself to lead: He observed his supervisors over the years, noted their poor leadership skills and vowed to do it better.

Since 2000, Rooney has served as chief executive of U.S. Cellular (NYSE:USM - News) in Chicago. Previously, he was a senior executive at Ameritech Corp., Firestone Tire and Rubber and Pullman Inc.

"For some reason, CEOs have always seemed to have an interest in me," Rooney said. "I've been able to observe them and learn from their mistakes."

He recently spoke with Investor's Business Daily about lessons he learned from higher-ups as he climbed the corporate ladder -- and how he has applied those lessons in his nine years as U.S. Cellular's CEO.

IBD: When did you decide to learn from your bosses' mistakes?

Rooney: I was promoted when I was 31 from assistant controller of a division of Pullman to vice president of finance.

I went from having six employees to 500 spread out over many plants. On Monday morning, I show up to meet my new employees and there wasn't a guy under 45 in the room. They look at me like, "Who is this punk?"

IBD: What did you do?

Rooney: By Wednesday night, I couldn't sleep. I was really scared. I was in an entirely different job and I needed to train myself to be a leader. So I started watching other leaders, and paying special attention to their negatives.

IBD: Can you give an example of what you observed?

Rooney: As a 31-year-old vice president, I remember the CEO telling me, "Think with your head, not with your heart." But he did the opposite! I soon saw him trusting people subjectively based on knowing them a long time, rather than objectively based on their character.

IBD: Do you apply that lesson as CEO?

Rooney: Yes. My philosophy is not to make friends at work. I try to be affable and approachable without having social plans with employees outside of work.

IBD: What else did you learn?

Rooney: I spent 10 years working for a gruff, hard-nosed leader. I got the living hell kicked out of me. When I became CEO years later, I knew that if you tell people how to blow their nose and clean their fingernails, you might kill their initiative. You have to treat people with respect.

IBD: Can you give a positive example of something you learned from a CEO?

Rooney: After a new CEO started at Pullman, he came into my office on his second day, sat down, put his feet up on my desk and said, "My name is Sam." I replied, "Nice to meet you, sir." He said, "My name is Sam, not sir." It bridged the moat. It broke down a barrier and set a tone for better communication.

When I became CEO, I had employees call me -- and everyone else -- by first name.

Buzz up!