David Madrid Of Solar Energy Partners: Five Things You Need To Be A Highly Effective Leader During Turbulent Times
An Interview With Fotis Georgiadis
Don’t ever forget that every team member is an asset; in some cases, they just have to unlock their potential. Without personal development, you might find yourself recruiting aimlessly, with no retention. It’s not enough to have people on your team if they’re not willing to stay.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing David Madrid.
David Madrid is the founder and owner of recruiting firm HCR “Human Capital Recruiting”, recruiting for multiple solar companies nationwide, as well as a Founding Partner of Solar Energy Partners, currently building sales teams across California, Texas, New Jersey, Colorado, Florida, Nevada, and Arizona.
With 20 years of experience in the sales force, Madrid created Vivint Smart Home building national teams, and the first-ever Airbnb direct sales team, and broke an all-time recruiting record. Over 15,000 smart home systems were sold and Madrid was encouraged to focus on renewable energy.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I’ve been working in sales for the better part of my life: I was an athlete in high school and college, and that was a major priority for me. I stumbled into sales because it gave me the flexibility to pursue my dreams. I never imagined this would be the path I would go down, but it became clear as day. I started out working with Cutco, which taught me a lot about the industry. I flew up the ranks through the years and eventually found myself working with Vivint, where I pioneered an Airbnb direct sales program that would save hosts money by going solar. The program I developed at Vivint was a great success. I’ve been working in solar ever since.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?
Retrospectively, some of the biggest mistakes I’ve made have come from making emotional decisions. I’ve built businesses with people without really gauging their interest in involvement or understanding that fundamentally we’re just on different pages. Whenever you dive into something, it’s of paramount importance to make sure you’re not just doing it to do it; not everyone will share your vision, and ultimately, that’s okay. Being an entrepreneur is a journey, and sometimes you get paid in experience, not money. In many cases the residual value of experience is priceless.
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?
My first direct sales manager, Steve Croll. He’s been a friend of mine for many years now, but even still I’m not sure if he understands the impact he had on me as an individual. Steve taught me about the fundamental facets of working in sales, and business in general. Because of Steve, I was inspired to believe that we are capable of conquering impossible feats, it all comes down to dreaming big- the things he showed me taught me how to succeed and have longevity as an entrepreneur. I always share this story, but when I was nineteen years old, Steve pulled me aside and told me that I had leadership potential- he had this quote, “The reality of an extraordinary achievement can only be accomplished if you dare to dream it.”, which has been a mantra of mine ever since.
Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your company started, what was its vision, what was its purpose?
When we started Solar Energy Partners, my partners and I knew that we wanted to do something different. Solar is an ever evolving industry, but what we had noticed really stood out were the nightmare stories that many customers and consultants alike had experienced. I’ve always been a huge proponent of “elevating” ideas. We thought, “How can we make this better?”; that was our approach. Now our mantra is simple: “To offer the best customer and consultant experience in the solar industry”, whether that’s going the extra mile on customer service or making sure that once one of our team members enters the fold, they know what our culture is like, and they feel strongly that this is the last career they’ll ever want to have.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
Over the course of COVID it’s no secret that things changed drastically across the board with all businesses- we knew that as a nascent business we would have to come up with some ideas quickly or the ship would sink. Once the pandemic started to get truly serious, the government was elevating the risk, and we knew that it really was as bad as it could be, we immediately pivoted to more of a socially distanced, digital model- those were uncharted waters for us, so I’ll be the first to admit it was stressful, but luckily we made it through more than successfully, and sustained growth over that period, where unfortunately many businesses did not. I believe in people on a fundamental level, and I like to think I have an eye for talent- I always listen when ideas are brought to the table, which is something that kept us moving and magnifying in those uncertain times. We’re lucky to have a good group of forward thinkers in our leadership within the organization, and as a whole, my partners and I keep an open mind when it comes to ideas. That’s the reason we’re still here today, we’re all dreamers.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
I think it’s only human to second guess yourself- we all have those moments. I’ve always been a fairly focused individual, though and I’ve had my “why” holding me up throughout my life. That being said, the reason why I stay tenacious in moving forward has changed over the course of my life, there’s always been a vision or a dream that’s kept me on track. My past as an athlete taught me that Rome wasn’t built in a day, so I think that inspired this “If you build it, they will come” mentality. I’ve certainly had moments where I’ve thought to myself, “Man is this going to work out or am I just fooling myself”, but then I pull back and think about the people that need me and what I’m building- the legacy of what could be; that sustains my motivation and keeps my head clear in uncertain times.
What would you say is the most critical role of a leader during challenging times?
A great leader is always going to be looked upon to inspire. During challenging times one must remember that it’s not only them feeling the pressure; you’re only as strong as your weakest link, so the chain must remain unbroken. I believe in people so strongly, I can see the unbridled potential that exists under the skin of most of the human beings I speak to… what it comes down to is enabling that individual to tap into that fountain of potential so they can exceed their expectations and become the best version of themselves. In tough times, when we all feel overwhelmed, it’s up to the leaders to remind their organizations that they can do what they set their mind to and that nothing is impossible, even when it might feel that way.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
It’s always been my opinion that the best way to motivate and engage your team is by leading from the front- if you can show someone that it can be done, they’ll believe they can do it themselves. They say “seeing is believing”, and to be honest, nothing could be more true- a picture or a video is worth a thousand words, but showing someone first hand that you as a human being are capable, and we’re all only human- they could do it too, well, that’s priceless.
What is the best way to communicate difficult news to one’s team and customers?
That’s a great question- honesty is always the best policy when there’s nothing that can be done, however, when it comes down to motivation, where there’s a will, there’s a way. I’ve found even in the most testing of situations, people can move mountains, and that’s what great customer and consultant experience is all about- you can’t always make everyone happy, but if it comes down to a net loss situation, then you have to be truthful: that is the only way.
How can a leader make plans when the future is so unpredictable?
This all comes down to dreaming and believing in yourself- as much of a no-brainer as that might sound like, it’s true. In the times when you feel like the future could lead into a labyrinth of possibility, you have to hold tight to your dreams and know that wherever you’re going is where you’re gonna be. That process is like a very convoluted chemical equation where it’s equal parts believing in yourself and trusting the process to cause that chemical reaction that leads to the product of your future- the moment you begin to doubt yourself or trust in fear, it’s hard to get back on top. Some of the best advice that I can give: fear is a poison; do your best to be brave and push forward if you really believe in your vision.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
Ultimately, there are a number of principles that a company needs to follow to have any essence of longevity- there will inevitably be placid and turbulent times; with the latter, the solution will likely never be the same from instance to instance. A major fundamental that should be followed by any business owner or executive looking for advice would probably be to make informed decisions- sometimes people rely on trusting their gut, which is great if they have the nose for it, but ultimately that instinctual wisdom is a byproduct of experience. The most successful people I’ve ever met are inquisitive by nature and trust cold hard facts: history usually repeats itself, so when you have the knowledge of how something went, you’ll have a better idea of where it’s going. Knowledge is power.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
A lot of businesses find themselves in trouble in objectively difficult times because they’re so set in their ways- you never want to be averse to change. We live in a revolving door- the quicker you realize that and you make yourself flexible, the better off you’ll be. I’ve also found that keeping an open mind and listening to what people are saying from within your business makes a tremendous difference. A lot of companies misstep because they aren’t savvy with what the culture is like on the inside- actively keep an ear to the ground so you know where the winds are blowing your ship. Last but not least, it’s important to keep the momentum going- set your goals and have a vision of where you’re going to be far down the road; ask yourself each and every day if what you’re doing will pragmatically serve you making your milestones, and do everything you can to keep your business from stagnating.
Generating new business, increasing your profits, or at least maintaining your financial stability can be challenging during good times, even more so during turbulent times. Can you share some of the strategies you use to keep forging ahead and not lose growth traction during a difficult economy?
We’re lucky to work in an industry that’s a commodity- there’s a need for renewable energy, and it’s indifferently the right decision, and the direction things are going, globally. For those that can’t rely on the industry they’re in, in tumultuous times, it comes down to you holding the reins. No matter what you do or where you’re at, you want to make yourself indispensable- this holds true to the business that you pursue as much as your position in said business organization. I’ve always been adherent to the concept of building value. You can do this as a business owner, CEO, self employed individual, or employee. At any point in time, it’s important to take a step back and ask yourself impartially whether or not you’re bringing value to what you do; if the answer is no, it’s time to re-evaluate. If you can make yourself a vital asset, no matter what you do, you’ll never fail. Don’t ever settle for the bare minimum, don’t strive for mediocrity: be essential.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
- It all starts with conception, you have to stick with your vision and stay the course, but don’t be afraid to adapt and learn, entrepreneurship is a journey- you have to walk the road wherever it leads. The next point would be to focus on the individuals in your organization; who you’re recruiting, how you’re recruiting, and why.
- When the pandemic started, most other organizations stopped recruiting because they envisioned an overall shutdown; we boosted our recruitment efforts, which led to some huge wins for us and the company as a whole. There are a multitude of individuals that work with us now that would have never found their home at SEP had we not made a focus on recruitment in a time when other businesses were more focused on their “now” than the future. I’m also a firm believer in personal development, once you have new recruits it’s crucial to spend quality time with your people with a focus on developing them into their best possible selves.
- Don’t ever forget that every team member is an asset; in some cases, they just have to unlock their potential. Without personal development, you might find yourself recruiting aimlessly, with no retention. It’s not enough to have people on your team if they’re not willing to stay.
- The fourth point would be innovation. if you’re not innovating you’re setting yourself up for failure- the adage is simple, “adapt or die”: companies and people will inevitably change, the proof is in how flexible you can be when necessity calls for it.
- The last thing a business leader should do to lead effectively is put a tremendous amount of focus on training. One of the reasons we’ve been so successful is our spotlight on scholarship within our organization… The vast majority of individuals that join our ranks learned about the business through what we’ve taught them from the top down. Learning from others can open the world up to you, no matter their age group. You have to treat your business and your team member’s experience like it’s a practice: it’s a craft you continue to improve on a day-to-day basis. All of these things cumulatively will lead to a superlative experience within your trade and better business overall.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
There are so many of them, but the one that regularly speaks volumes for me is from Ronnie Oldham, “Excellence is the result of caring more than others think is wise, risking more than others think is safe, dreaming more than others think is practical, and expecting more than others think is possible. It is the commitment to high-quality performance that produces outstanding results of lasting value.”. This has been relevant to my life because it’s inspired my belief in going the extra mile, not only for myself but for any person that enters my life. We’re alive for a very limited, inconsequential amount of time. In a universal sense, what’s important is how you inspire people while you exist.
How can our readers further follow your work? ( add social media links, or website)
You can follow us on Instagram @solarenergypartners, find us on our website at www. solarenergy. partners, or follow me on Linkedin.
Thank you so much for sharing these important insights. We wish you continued success and good health!
David Madrid Of Solar Energy Partners: Five Things You Need To Be A Highly Effective Leader During… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.
