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Once I sat down with Scott Clawson, CEO of Culligan, there was no pomp, no buzzwords and definitely no ego. He isn’t making an attempt to promote you on something. Culligan is a virtually 90-year-old water firm primarily based in suburban Chicago, and underneath Scott’s management, it is grown from $400 million to over $3.3 billion in income, now serving greater than 14 million households and two million companies throughout 90 nations — and I had by no means heard of him! However Scott would not come throughout like a typical “massive firm” CEO. He was grounded, considerate and deeply mission-driven.
We met on the United Middle, the place Culligan is the official hydration associate. It was becoming. Sports activities have performed an enormous function in Scott’s life, and he credit a lot of his management type to classes from his highschool basketball crew in small-town Indiana. There is not any star participant mentality — only a group of individuals working along with clear roles and shared targets. That philosophy appears to underpin his whole strategy to enterprise: Construct a robust crew, keep centered on objective, and lead with consistency over flash.
Culligan’s objective is easy: to supply wholesome, protected, sustainable water to folks all over the world. It is a mission that issues greater than most individuals understand. Greater than two billion folks lack entry to protected ingesting water. Within the U.S., points round outdated infrastructure and chemical contamination in areas like Michigan, Texas and components of the Midwest are way more prevalent than many assume. Scott and his crew are attempting to repair that — not simply by higher filtration, however by lowering reliance on single-use plastics and increasing entry in underserved areas like Latin America and Southeast Asia.
What stood out most to me wasn’t simply the mission, although. It was Scott’s readability of thought and real sense of accountability. He isn’t making an attempt to be a social media persona. He isn’t chasing headlines. Whenever you lead an organization for 10+ years with that sort of efficiency, he simply could possibly be. However he is constructing one thing with long-term impression, and that tone appears to permeate Culligan’s tradition. It is uncommon to listen to a CEO say he wakes up day-after-day and loves going to work — not as a result of it is easy, however as a result of it is significant.
Scott additionally made it clear that management would not need to be short-sighted. He advocates for extra enterprise leaders to prioritize sustainability, long-term worth and the human component of enterprise. In a time when CEO turnover is at an all-time excessive and employee disengagement continues to rise, leaders like Scott function a reminder that humility, consistency and objective nonetheless win over the lengthy haul.
Associated: ‘The Most Important Traits Are Confidence and Humility’: Leadership Lessons From an Army Ranger Turned CEO
Because of this I do The CEO Sequence. To not promote firms or CEOs. To not grill executives on quarterly efficiency. However to raised perceive the folks behind the titles — and to focus on management that is not pushed by ego or revenue alone. Scott Clawson is a kind of leaders, and I am glad we acquired to inform somewhat little bit of his story. Hope you loved the video.
Once I sat down with Scott Clawson, CEO of Culligan, there was no pomp, no buzzwords and definitely no ego. He isn’t making an attempt to promote you on something. Culligan is a virtually 90-year-old water firm primarily based in suburban Chicago, and underneath Scott’s management, it is grown from $400 million to over $3.3 billion in income, now serving greater than 14 million households and two million companies throughout 90 nations — and I had by no means heard of him! However Scott would not come throughout like a typical “massive firm” CEO. He was grounded, considerate and deeply mission-driven.
We met on the United Middle, the place Culligan is the official hydration associate. It was becoming. Sports activities have performed an enormous function in Scott’s life, and he credit a lot of his management type to classes from his highschool basketball crew in small-town Indiana. There is not any star participant mentality — only a group of individuals working along with clear roles and shared targets. That philosophy appears to underpin his whole strategy to enterprise: Construct a robust crew, keep centered on objective, and lead with consistency over flash.
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