Mario Harik

When you have clarity of what's important to drive the right business outcomes, then it's much easier for you to organize where you spend your time.

But naturally, I gravitate to where I spend my time based on where the action plan is not leading to the intended results.

So let's say a certain area in our plan is working swimmingly well.

My contributions won't add a lot of value because I already have somebody or a team of people who are all in, who have a strong action plan, who are executing on it.

And now my job is to make sure that I'm giving them what they need.

I'm spending enough time with them to keep the guardrails and make sure that we're holding them accountable to deliver to set outcomes.

However, if there is an area that is not performing well, that is falling short, that is effectively not delivering to what we as a team believe the best outcome can be, I gravitate towards spending my time there.

And then I usually, what I spend my time is, first I help the team analyze the data behind said area, give them my perspective,

make available people on the team who are incredibly bright, who can do the same, to give them different perspective of then changing the action plan from what it was to what it ought to be to deliver the best amount of value.

So in terms of the subjects where I spend my time, this is typically how I do it.

In terms of where I spend my time, I think you always look at your team.

You have stakeholders within a company.

You have your employees, you have your customers, you have your shareholders, and you have to figure out where you organize spending your time to be able to, again, deliver to the best outcome.

On the employee side, I like to spend a lot of time in the field.

Even my team tells me, if I haven't been out to a terminal for a few weeks, I say, I'm

Mario, you're going to get out there because you're getting in our hair, you're becoming a micromanager here.

But I think it gives you perspective because when you're spending time with the people who are moving the freight, it's suddenly, you can then elevate, you can zoom out and say, well, okay, what we're working on over here makes a lot of sense because now I can see how it's going to have an impact.

on ultimately the people who are actually moving the goods and how it's going to impact their lives for the better.

So I like to spend a lot of time in the field.

I spend a lot of time with my team on initiatives, on programs, on action plans, and how they're going to get to a certain output.