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Mike White Co-Owner Clear Springs

Leadership Profile Essay

Mike White Co-Owner: Clear Springs
Ty Young
Bus 101
10/28/14

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Mike White Co-Owner Clear Springs
Mike White is the Co-Owner of Clear Springs Spa & Pool with his father, Gary White.
Gary started the business nearly 30 years ago, but Mike began helping with service and
deliveries while he was in middle school. He worked his way up and became a full-time
employee as a technician where he learned hot tubs and pools inside and out. Mike was driven,
focused, and worked harder than anyone elseso, when the opportunity of a managerial position
arose, he took the opportunity by the horns. After interviewing Mike and observing him at work,
I am excited to report on his ideals and experience.
My reasons for choosing to interview Mike were really quite simple. I have a strong
interest in mom-and-pop type operationsspecifically in how they manage employees and run
their businesses. After interviewing and observing him, it has taught me a lot about how I intend
to become, and be, a business leader in the future.
Mike is a product of the 21 Irrefutable Laws of Leadershipparticularly the Law of
Process (Maxwell, 1998). His Dad, Gary, expected much from him and made Mike work for
every cent he earned at the store. This profited both father and son greatly and taught Mike the
principles of hard work, ethics, leadership, and the value of good business. Now, Mike is in his
30s and is actually buying the store from his dad. Because of his attitude and passion for what
he does, he is truly a leader and not just a manager.
At Clear Springs there are a total of five employeesso Mikes workforce is smaller,
which emphasizes close-knit relationships. Because of this, Mike holds true to his belief that his
employees are his friends and (literal) family. He said, There are different styles of
management, and you have to manage different personalities differently. By empowering
employees to make decisions and judgments on their own, it helps employees to feel at ease and

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Mike White Co-Owner Clear Springs
not as micromanaged. It also makes things comfortable enough to ask me for help when
needed.
His theory must be working; for while I was observing him, I witnessed employees going
about their normal duties without the pressure of constantly reporting back to him. Along with
the emotional empowering of his employees, he makes sure that they are trained to know and do
everything relating to their job. Not one business is perfect, and Clear Springs certainly has its
kinks, but the way Mike empowers his employees is extremely inspiring and surprising.
Mikes core beliefs on management are heavily influenced by his Dad, managers that he
has had, and CEOs he has met. His key statements include: Recognition and praise, I cant
do everything by myself, and serve those you manage. All of these are ingredients in
becoming a successful manager. He says, I once thought I could do it all, but after a while I
realized that quality employees are vital to success. Those good employees make me a better
manager. I make sure that I have a relationship with my employees so they feel able to talk to me
about what they are doing, mistakes, etc.
When I had the experience of being a manager, I did not succeed like Mike in regards to
my staff feeling comfortable around me. Most of the conversation would revolve around them
complaining that the job was too hard, and my response being void of warmth and
understanding. I would respond with something like, Look, Im selling just fine. If I can do it,
you can too. However, when Mike answers an employees concern or helps them with
something, he approaches it humbly and with a service-minded attitude. Because of this, his
employees respond with better performance every time.
Another thing that I admire about Mike is how invested and knowledgeable he is about
the business he runs. I have met CIOs, CFOs, high level managers, and supervisors who hardly

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Mike White Co-Owner Clear Springs
knew the full purpose of their products or even their capabilities. Mike, however, knows hot
tubs and pools like the back of his hand. He is constantly talking about the hot tubs he sells,
what he would change about them, and how it could be done. Only a true expert knows not only
what he would do differently, but exactly how he would do it. Because of his extensive expertise
in what he does, he had an almost similar experience to Elder Ballard and the Ford Edsel
(Ballard, 2009).
A while back, Watkins Manufacturinga major hot tub manufacturercame out with a
new addition to their hot tubs that integrated the internet with smart phones and other devices.
This design would give the consumer the ability to still enjoy their handheld devices while using
them in the hot tub. Mike avoided it like the plague, and because of it he wasnt caught in a
corner when the product ultimately flopped. Because he knows the product, market, and is
invested in his company, he trusted his intuition and it did not lead him astray.
In the future when I am running my own business or am employed as a manager, I will
know my product just as intimately as Mike knows his hot tubs and pools. His knowledge
affects how he sells, markets, makes choices, helps customers, and the list continues. One very
important thing I learned from Mike is that deep product knowledge is absolutely essential to
being a successful businessman.
Earlier this year, Mike and his dad Gary installed new software that takes care of POS,
purchasing, service calls, sales orders and invoices, accounting, etc. This system has made most
aspects of their business much more efficient. Mike knew the hard and soft side (De Lima,
2009) of the changes that needed to be made.
De Limas (2009) article states:

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Mike White Co-Owner Clear Springs
Most senior managers realize- more or less- the need to inform employees about a
transformation effort. But they dont always appreciate just how vital communication is
as a change management tool. Communication goes beyond informing; it is a means of
motivation and persuasion- in other words, the key tool for combating most behavioral
issues tied to change. More than informing employees about whats going on, the very act
of communicating speaks volumes about the importance leaders place on winning over
their workforce.
The Installation of the system would be a breeze. They bought all new work station computers
and hired the same guy they bought them from to install them and the new software. There
would maybe be 4 hours of work on computers disrupted.
What Mike had to make sure to happen was that everyone was properly trained and saw
first-hand how the system would make everything for them easier, and more efficient.
Communication was present through the whole process. Employees were told months in
advance, they were able to watch training videos that they could compare the new software, to
the systems they were using now. The transition was fairly smooth according to Mike, and since
they have been using the system for ten months, he has had no complaints from employees.
While observing the guys using the system it seems to just be second nature to them, though
all of them were using a completely different one for many years before.
In conclusion, I really enjoyed my experience interviewing and observing Mike and his
incredible talent for leadership. The following quote is very applicable when it comes to how
Mike functions as a manager and running the business:
Brownlee (2014) states:

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Mike White Co-Owner Clear Springs
Clearly, there is a lot that can go wrong when running a business. If there is one recurring
theme to the work of the Tennessee researchers it is that sustainable businesses just
cannot be run by the seat of the pants. Rather, some element of planning and structure
must pervade every aspect of the business. Sadly, all too many small business owners are
unaware of the various bases to be covered, let alone possess the tools or expertise to
measure performance for each.
Mike has a very clear understanding of this, and works hard to make sure all of Clear Springs
bases are covered. He possess all the tools and expertise needed, which leaves Clear Springs in
very capable hands. When I enter the workforce and eventually become a manager again, I will
remember Mikes effect on me and make sure that I hold myself to that higher standard. I have
the potential and the ability to become a great business leader, and I am willing and prepared to
take the steps necessary to get there.

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Mike White Co-Owner Clear Springs

Bibliography
Mike White: 31 years old, Co- Owner of Clear Springs Spa & Pool. Store Manager for the past 5
years. Slowly buying out Gary White his father to become sole owner of the store. Does
approximately $500,000 in business each year, selling hot tubs, sauna, pellet grills, pools, water
care products etc. Also offers a full service team able to work or fix on all products we sell, and
also offer service to those who didnt buy from the store.

Alexandre Dias de Lima, J. (2009, January 16). Managing Change: Winning Hearts and
Minds.Balanced Scorecard Report, 14-16.

Brownlee, G. (2014, February 13). Small Business Failure Rates and Causes - ISBDC. Retrieved
October 30, 2014, from http://isbdc.org/small-business-failure-rates-causes

Ballard, M. (2009, April 6). Learning the Lessons of the Past - M. Russell Ballard. Retrieved
October 30, 2014, from https://www.lds.org/general-conference/2009/04/learning-the-lessons-ofthe-past?lang=eng&query=Ford

Maxwell, J. (1998, September 18). The 21 Irrefutable Laws of Leadership. Retrieved October 29,
2014, from http://www.u-leadership.com/the_21_irrefutable_laws_of_leadership-w.pdf

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Mike White Co-Owner Clear Springs

Interview questions
1. Are there different styles of management? What styles do you think are most effective,
and which do you think are least effective?
2. What are some of your core beliefs when it comes to managing employees?
3. Have these core beliefs changed over time, if so how?
4. What have been the major influences that have affected how you manage today?
5. What advice would you give to someone coming into their first managerial position?
6. Has there ever been a time when an innovation in the industry was difficult to learn,
adapt to, and eventually sell? If so what?
7. Has there ever been an innovation that you thought was unnecessary or didnt have any
value, and how did you adapt to it?
8. Name one major change where you personally had to prepare for it ahead of time, then
plan how you would present it to your employees, as well as train those employees.
9. Have you ever had to change a policy, or how something was done? What was it, was the
change positive or negative, and what would you have done differently?
10. How has ethics played a role in your style of management?
11. Do you have a code of ethics for your company? Or how do you make sure your
employees are ethical while working for you.
12. How do you ensure that your company is giving customers quality service and products?
13. How do you handle a scenario when the customer isnt actually right?
14. What role does marketing play in your business?
15. How do you approach marketing now as opposed to how you have in the past?

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Mike White Co-Owner Clear Springs
16. How do you ensure that your employees have clear communication with you, co-workers,
and customers?
17. Does your communication with customers differ since you are a manager? How so?
18. Should there be a balance to how you communicate with employees? Should it be more
social than professional? Or vice versa.

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Mike White Co-Owner Clear Springs
Management
Are there different styles of management? What styles do you think are most effective, and
which do you think are least effective?
There are different styles of management, but you have to manage different personalities
differently, but empowering employees to make decisions and judgments on their on their own
helps employees to feel at ease and not micromanaged as well as comfortable enough to ask me
for help when needed.
What are some of your core beliefs when it comes to managing employees?
Recognition and praise. I cant do everything by myself. Serve those you manage.
Have these core beliefs changed over time, if so how?
Yes, I once thought I could do it all, but after awhile I realized that quality employees are
vital to success. Those good employees make me a better manager.
What have been the major influences that have affected how you manage today?
My Dad, other managers and CEOs: I take what works well for others and put my own
twist on it. Like I make sure that I have a relationship with my employees so they feel able to
talk to me about what they are doing, mistakes, etc.
What advice would you give to someone coming into their first managerial position?
Decide what kind of manager you want to be. Do you want to be the type that has his
nose in everything and micro manages, or do you want to be the type that delegates, and trusts
others. No matter what, you will make mistakes, so always try to learn and grow.

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Mike White Co-Owner Clear Springs
Innovation & Changes
Has there ever been a time when an innovation in the industry was difficult to learn, adapt
to, and eventually sell? If so what?
No.
Has there ever been an innovation that you thought was unnecessary or didnt have any
value, and how did you adapt to it?
Internet in a hot tub. We didnt even offer it because we knew it was going to flop, and It
did. All of the employees couldnt rally behind it either.
Name one major change where you personally had to prepare for it ahead of time, then
plan how you would present it to your employees, as well as train those employees.
We recently put in a new computer software that helps us do pretty much everything.
POS, purchasing, service calls, sales orders and invoices, accounting, the whole bit. After we
decided that we were going to get the system we spent months watching training videos and
playing around with the demo model to learn it. Then once we had a good grasp of it we told the
guys. They thought it was cool and were excited for its capabilities. Our older guys were
skeptical because they are old fashioned. But we had employees watch training videos that
would be relevant to them. Then we installed the new system and it was fairly smooth, obviously
took some getting used to, but has been fairly smooth overall. We learn new things eveyrday
about it.
Have you ever had to change a policy, or how something was done? What was it, was the
change positive or negative, and what would you have done differently?
We had to change how leads were kept and who was working with them. With the new
system we can write quotes so we changed how long a lead is claimed and how you claim a lead.

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Mike White Co-Owner Clear Springs
Ethics & Social Responsibility
How has ethics played a role in your style of management?
Good ethics is just second nature. If I dont have good ethics then my employees wont
like me, which is pretty important. They wont be ethical, have a good attitude, and that affects
everything.
Do you have a code of ethics for your company? Or how do you make sure your employees
are ethical while working for you.
No we do not have a code of ethics, we just expect it. And it has worked well for us.
When we hire guys we make sure we feel they are a good fit. I set the example and they follow. I
typically always know whats going on in the store, so its not a real problem.
How do you ensure that your company is giving customers quality service and products?
Well if our customer had a bad experience with one of the guys then we always know
about it. We typically work as a team to solve the problem. We also know when customers have
a good experience because they keep coming back, and they are usually always happy to see us
and chat with us.
How do you handle a scenario when the customer isnt actually right?
Honesty is best, but there has to be a certain tact in the communication, followed up with
reassurance. In the end if the resolution costs us a bit of money to keep a customer then we side
with them. Keeping customers happy is very important not just for their money but for all of
their friends money too.

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Mike White Co-Owner Clear Springs
Marketing & Communication
What role does marketing play in your business?
Traditional marketing doesnt play a big role here. We mostly rely on return customers
and word of mouth. We do different things to market every now and again.
How do you approach marketing now as opposed to how you have in the past?
Still developing it. We do a lot more social media now and are trying to build a
community. Its slow. We have tried all of the big things in the past and they havent worked
well, and they havent worked as we try them every now and again.
How do you ensure that your employees have clear communication with you, co-workers,
and customers?
I take initiative when it comes to communication. I call my customers, I follow up and
the guys follow suit. I intervene rarely, only when I have to.
Does your communication with customers differ since you are a manager? How so?
Since I am pretty much the top of the chain now, Instead of being the one that passes
things up the chain, or asks permission to do something, I give the permission, or I resolve
issues.
Should there be a balance to how you communicate with employees? Should it be more
social than professional? Or vice versa.
Yes, I consider my employees as friends and family, but when at work, its work, and stuff
has to get done. Communication needs to be professional at work. We get things done and then
we goof off, or just chat and have a good time. But customers expect us to be professional, so we
are.