Longtime payments exec shares what he's learned on leadership journey

"The war on talent is real," John Weinrich told me after he left a 22-year career with American Express this year to lead U.S. sales at New York-based Boost Payments Solutions.

In a wide-ranging interview, Weinrich covered many leadership bases -- how it has evolved, how he has evolved, the challenges he faces, the emerging importance of the soft skills, etc.

Regarding that war on talent, Weinrich said it is one of the many challenges leaders need to be increasingly focused on, but attracting talent is only half the battle. Retaining it is just as important, and the companies that do both well will win.

"The war on talent has forced companies to be more attentive to their people's needs," he said.

Taking care of your people. Sounds simple. But it remains a real challenge in a post-pandemic world where employees are prioritizing work-life balance like never before.

"Everyone needs to be supported differently," Weinrich said. "Some people have families, some don't. The dynamics are different from one person to the next. Maybe one is from a two-parent household where both work. Sometimes it's a single-parent household. Good leaders try to be attentive to their needs while meeting those of their shareholders."

As these talent wars turn up the pressure on managers, so, too, does the need to personalize your leadership style with each team member. Leading and coaching are no longer a one-size-fits-all endeavor.

"People are motivated in different ways," Weinrich said. "You manage and lead and motivate custom to the individual. It used to be about getting to the number, getting to the goal. Now, you need to be attentive to an array of things, like, how do people want to be communicated to? How do they want to be developed? How can their current role help them in their career progression?"

And how important are your relationships with the people you hire?

"You and the people you lead don’t have to be best friends, but it does help if there is a genuine, mutual respect in those relationships,” Weinrich said. “A positive, healthy relationship will be helpful in getting through some of the harder conversations you might have to have.”

As the light shines brighter on the soft skills, Weinrich said he knows it's not just about how he needs to evolve as a mentor. What he looks for when recruiting also has changed.

"The young leader in me looked at the blocking and tackling, the Xs and Os," the Cleveland native said. "I used to look at hard skills. Now, I like people to be coachable, to be a good colleague, to want to work with others, collaborators."

While those soft skills have become increasingly important in leadership, the need to challenge your people remains vital. Weinrich, whose resume includes dozens of leadership courses and certifications, including from Notre Dame and Harvard, recalled one particular lesson he learned from an American Express group president.

"She used to talk about the obligation to dissent," he said. "She would say that if you have a different opinion, and you have data to back up that opinion, you are obligated to speak up. By not doing so, you are doing a disservice to your colleagues. It's OK to not agree. It's OK to have a different opinion, but you've got to be able to have data to support your point and have the courage to stand on your own two legs."

But, getting back to the soft skills, you as a leader have to "create a culture where people feel comfortable to raise their hand and say they have a different view."

Perhaps now more than ever, the most effective leaders know they need to lead by their actions, not their words, Weinrich said.

"It used to be, 'There's the hill, go take it,'" he said. "Now, the market demands leaders, not bosses. I used to say I would never ask my employees to do anything I'm not willing to do with them. I don't want them to think I'm above doing the job that's integral to our success. Getting to the corner office is great but you still need to get out and do, not just say."

Doing so builds good "followership," he added.

Weinrich said that along his leadership journey, he's seen how increasingly diverse the business world has become, not just in how people look, but how they think and work on their own and in team dynamics.

"There's more than one way to achieve success," he said. "You need to allow for individual style and creativity. You don’t need to do it the way I would do it, but at the end of the day, you still need to achieve the goal.”

Looking ahead to the future of leadership, Weinrich again cited the need to do, not just say.

"I think there will be a lot more player-coaches," he said before referencing the importance of imperfection, trust, and taking risks. "If we waited for a new idea to be perfect, the market will pass you by. You have to rely on your employees and leaders. You need to trust them and then you need to jump and trust that you'll figure the rest out along the way."

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