I recently had the opportunity to catch up with Jeff Perry Quicken Loans Vice President, and the leader of the Cleveland location of the company. Jeff joined Quicken Loans in 1995 in the mailroom, and grew his career until 2006, when he was named vice president and leader of the Cleveland location – a position he has held to date. Here’s what he had to say on leadership, growing a team quickly, and his keys to personal development and growth.
How has your career evolved at Quicken Loans?
Jeff Perry Quicken Loans: When I started at Quicken Loans, it was about assisting the mortgage needs of my clients and focusing on my own personal accomplishments and goals. Over time, it has been about understanding how to work with different people, hire, train, coach and mentor team members and show them what has worked; and not worked, for me over the years. I have maintained a focus on my personal goals, however the needs of my teammates have been the driving force behind my day to day actions.
What has been the key to success for you?
Jeff Perry Quicken Loans: Focusing on my vision and then having a strategy to accomplish that vision by setting priorities. You have to understand where your business is going and then you can enlist followers of that vision. People want to know where their career is going and showing them the steps they can and will need to take to achieve their personal goals.
Leaders are judged by the performance of their teams. The Cleveland location is consistently a top performer. How do you make that happen?
Jeff Perry Quicken Loans: I think it’s about staying in touch with what drives people to succeed, asking for feedback, and always looking for ways to make an impact and offer support.
What advice would you give new leaders with expanding teams?
Jeff Perry Quicken Loans: Stay true to yourself. Don’t try to be someone you aren’t, stay in touch with your passion, and work on your strengths. Also, develop and mentor a strong core and foundation. As your team expands its harder to get personal with everyone on that team, but you must develop a core group of team members that you communicate often with and that clearly understand your vision. This spreads throughout.
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