“To create a fantastic work culture, give people responsibility; Give them space so they can soar” with Tony Lakier of RedMane Technology

…stop managing and start leading. Give people responsibility. Give them space so they can soar. Provide a safety net so if they fall they will have a soft landing and can quickly recover. Offer constructive coaching all along the way.

As a part of my series about how leaders can create a “fantastic work culture”, I had the pleasure of interviewing Tony Lakier. Tony is the president and founder of RedMane Technology LLC. The Chicago-based company provides software solutions and systems integration services that address complex, real-world challenges in human services, healthcare, and the commercial sector. Born in South Africa, one of his first jobs was working at his family’s Johannesburg lion park and no-kill conservation preserve. He immigrated to the United States in the 1980s and landed a position as an executive with a global technology firm. In 2000, he founded RedMane, a firm with a transparent, vibrant non-corporate culture that creates an atmosphere of freedom, where employees are excited to come to work. The company’s unique environment attracts passionate software development and implementation experts who gain personal satisfaction from creating innovative software solutions and solving difficult business problems. The firm’s zeal for delivering real results for clients, establishing long term relationships, and following a straight-talk, honest approach is a departure from many organizations that see client projects simply as transactions.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I was a chemical engineer just out of college in South Africa, but I didn’t want to work at a chemical plant! An opportunity arose with an IT firm, which at the time — a long time ago — was referred to as a service bureau. They took a chance on me. I went from a computer operator and junior developer in Johannesburg to where I am today leading RedMane in Chicago.

Can you share the most interesting story that happened to you since you began leading your company?

In 2017, back-to-back Category 5 hurricanes Irma and Maria pounded the U.S. Virgin Islands (USVI). Over 85 percent of the homes on the islands were destroyed or in need of serious repair. We immediately reached out to the territory’s human services agency and offered assistance, as we had been working with them on a new Medicaid system.

They told us they needed to administer and dispense disaster food stamp assistance as almost everyone there could not work and needed help. But they had no disaster food stamps system, no infrastructure to support a system, and no staff to even execute an emergency procurement to obtain such a system.

We jumped right in. As a pro bono project, we immediately configured our mCase cloud-based mobile case management solution to support disaster food stamps rules and integration points. We called Microsoft and Google. They sent laptops and gear to our Chicago office. A RedMane team then went onsite with all the equipment and worked side-by-side with USVI staff to process benefits and disburse aid throughout the islands. I was very proud how our people stepped up and worked tirelessly to get the job done.

Are you working on any exciting projects now? How do you think that will help people?

We are working on many exciting projects. For example, we are helping the Commonwealth of Virginia use mobile technology to protect children and keep families together. Our application will allow thousands of child and family services caseworkers to perform allegation investigations and critical assessments, as well as follow-up on existing cases, in homes, schools, and other field locations via tablets — even without internet or cellular connectivity. It will allow caseworkers to spend more time helping children and counseling parents, and less time pushing paper.

Ok, lets jump to the main part of our interview. According to this study cited in Forbes, more than half of the US workforce is unhappy. Why do you think that number is so high?

People feel unempowered to achieve their goals in the workplace. There is too much micro-management. Too much division of work into tight silos. People are not given room to run. Plus, no one feels part of something bigger than themselves — a greater community or purpose, so to speak. The net result is lack of passion. All their energy is sapped. It’s often because of too much management, too tight a control, and not enough leadership and trust.

Based on your experience or research, how do you think an unhappy workforce will impact a) company productivity b) company profitability c) and employee health and wellbeing?

Let’s flip it around. Every day I see the impact of a team with fully engaged and challenged people. They do the impossible…and they have fun doing it. They bring excitement and real energy to the task at-hand. It’s infectious!

In the USVI example, at times we had to tell people to go home, take a break, and get some rest. They simply would not stop working. They saw a purpose in what they were doing. They felt a commitment to the cause and to their colleagues. They had ownership of their work. When you have that type of environment, productivity soars, profits take care of themselves, and people find real satisfaction in their work.

Can you share 5 things that managers and executives should be doing to improve their company work culture? Can you give a personal story or example for each?

First, stop managing and start leading. Give people responsibility. Give them space so they can soar. Provide a safety net so if they fall they will have a soft landing and can quickly recover. Offer constructive coaching all along the way.

I remember when we had just started RedMane in 2000. Based on some small work we had done in Louisiana as a subcontractor to a big firm, we won our own project to build the State’s new child support system. We were five people. We didn’t know anything about child support, other than most of us had kids! The project team was going to get quite large. The natural instinct was to micro-manage and to control every little aspect from Chicago. It was our first big project and it had to go well, otherwise we’d be out of business. And, we were adding all these new people.

I did the opposite. I trusted our team and made sure we had coordination — not control — in place. We had some bumps along the way, but we stayed positive and overcame the setbacks. We still maintain that system today. It processes over $400 million annually in child support payments.

The takeaway is if you can lead people — not manage them — and apply those five things in an environment that is make or break for the company, then there is no reason you cannot do it in every situation every day.

It’s very nice to suggest ideas, but it seems like we have to “change the culture regarding work culture.” What can we do as a society to make a broader change in the US workforce’s work culture?

Teach that failure is a natural byproduct of innovation and growth. You cannot have one without the other. Einstein said, “Anyone who has never made a mistake has never tried anything new.” In today’s workplace culture, the greatest inhibitor to individual empowerment — and therefore corporate growth, corporate profitability, and individual well-being — is the blame that happens when there is a failure that comes from exploration. There needs to be more working together, a greater appreciation for trying new things, and less finger-pointing.

How would you describe your leadership or management style? Can you give us a few examples?

I give people responsibility and ask for accountability in return. I don’t look over someone’s shoulder, yet I am always available to listen and provide help when asked.

When working with clients, I think long-term. I define client success as the overall client experience with us plus the outcomes we deliver for our clients. You have to have both. We are unique in that regard. When you think in terms of a relationship, versus a single transaction, you really are partnering with your client and not paying lip service to it.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

When I worked at a global consultancy, I reported to a boss who ran the entire worldwide business. He was whip-smart and incredibly busy. Regardless, he always made time for me — and others — when asked. And when you met with him, you had his full attention. Now he didn’t suffer fools gladly and was big on accountability, but he respected everyone, listened carefully to what you told him, and provided help when requested. He was a real leader who inspired and motivated everyone.

How have you used your success to bring goodness to the world?

We are fortunate to help leading organizations change the world for the better.

I mentioned our work with the USVI in the wake of horrible hurricanes and Virginia to help keep children safe. In Richmond, California, we’re helping neighborhood change agents reduce violence through early intervention efforts powered by our mobile solution. In Milwaukee County, Wisconsin, our work will help the County migrate to a person-centric coordinated care model to improve the health and well-being of those in need. In Puerto Rico and Missouri, we’re modernizing and streamlining their Medicaid eligibility systems and processes to make healthcare more accessible and efficient.

We recently worked with a healthcare accreditation organization to find a way to speed critical inspections. We’re helping a large university system use analytics to target students for early intervention to maximize retention. And we’re assisting a wholesale distributor optimize their sales and marketing strategy via data-based insights so they can scale their business.

In Canada, dozens of First Nations communities use our case management solution to better deliver culturally appropriate services across child welfare and family support programs. We’re working with a large Canadian province to equip child protection workers with a mobile application so they can be fully productive when meeting with families even in the most remote of areas.

RedMane people are passionate about helping our clients solve meaningful, complex problems. Technology is just one of our tools.

Can you please give us your favorite “Life Lesson Quote?” Can you share how that was relevant to you in your life?

In life and at work, have no regrets. You have to try. Everyone finds excuses for not doing things. There should be no, “I should have…” Few realize that 90 percent of success is just showing up!

I lived this when founding RedMane. The firm I was working for was acquired by a mega software company that wanted to focus on a single industry. Big bureaucracies are not for me. They get in the way of really helping clients and providing meaningful work for team members. So, I started RedMane. I would have regretted not doing it, even though it was very high risk. As I mentioned, we really had no clients. It was nerve-racking. We just worked through it and were fortunate to land the Louisiana contract. That led to other public sector and then private sector work.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

Place much more emphasis on tolerance, respect, and working together. Unfortunately, everyone feels they need to protect their patch at all costs. It’s an unhealthy competition of sorts. It’s a “I win by you losing or looking bad” perspective. The secret to obtaining a great outcome and doing good for all is to park the ego, listen to understand, and sincerely collaborate. Everyone will end up ahead.

Thank you for these fantastic insights. We wish you continued success!