Tom Kaiser

Today, Arch is about a $35 billion company. Really relied on individuals that had skin in the game and were very entrepreneurial to build individual businesses that, when you added them all up, became quite a significant business under the name or the brand that was promoting it. Recruiting was the key to building Arch or building any of the companies that I worked with.

Today, Arch is about a $35 billion company. Really relied on individuals that had skin in the game and were very entrepreneurial to build individual businesses that, when you added them all up, became quite a significant business under the name or the brand that was promoting it. Recruiting was the key to building Arch or building any of the companies that I worked with.

You find the right people that are focused in the right way, they have the right attitude, and they want to make it happen, and you can move the world. Those who have a lot of self-confidence want to win, and they want others to win. And they're very keen on relationship and relationship management. You had to build relationships with brokers, You had to build relationships with customers.

You find the right people that are focused in the right way, they have the right attitude, and they want to make it happen, and you can move the world. Those who have a lot of self-confidence want to win, and they want others to win. And they're very keen on relationship and relationship management. You had to build relationships with brokers, You had to build relationships with customers.

And all this had to come together in a positive way. As a manager, you become a coach when you want your employee or your report to win instead of just managing them. You pick up on it, I think, very quickly if they have the same desire because you're working closely with them. You're not some guy in the back room looking at how many calls somebody made, whether they made their calls or not.

And all this had to come together in a positive way. As a manager, you become a coach when you want your employee or your report to win instead of just managing them. You pick up on it, I think, very quickly if they have the same desire because you're working closely with them. You're not some guy in the back room looking at how many calls somebody made, whether they made their calls or not.

You're out there talking about the actual business and how it works.

You're out there talking about the actual business and how it works.

Well, I think people need the touch. It's not something that can be done in a vacuum. It's something where you're there. You're part of the whole process. I can't emphasize enough that you're driven because you want them to win, to be successful. And that's where you're coming from. People pick up on that.

Well, I think people need the touch. It's not something that can be done in a vacuum. It's something where you're there. You're part of the whole process. I can't emphasize enough that you're driven because you want them to win, to be successful. And that's where you're coming from. People pick up on that.

And when you do that enough and you have enough people involved in it, it becomes a cultural thing. People just get it and they want to be part of it and they help you ferret out those that don't belong. It's a remarkable thing because once you have that alignment.

And when you do that enough and you have enough people involved in it, it becomes a cultural thing. People just get it and they want to be part of it and they help you ferret out those that don't belong. It's a remarkable thing because once you have that alignment.

And that alignment working for you, it's a self-correcting environment that they don't want to let anybody in that doesn't buy into what we're doing here and why we're doing it.

And that alignment working for you, it's a self-correcting environment that they don't want to let anybody in that doesn't buy into what we're doing here and why we're doing it.

Well, I think if you've established your relationship with that employee as a coach, you're going to have that opportunity to coach them. And in that process, the walls are going to be a lot easier to climb. The obstacles are going to be things you can talk about. And there's other people within your team that you can bring in If you're a good coach to say, well, here's how Joe dealt with that.

Well, I think if you've established your relationship with that employee as a coach, you're going to have that opportunity to coach them. And in that process, the walls are going to be a lot easier to climb. The obstacles are going to be things you can talk about. And there's other people within your team that you can bring in If you're a good coach to say, well, here's how Joe dealt with that.

You need to talk to him, right? Recognizing we're all going to have challenges, but by talking about them and working with them, we can make ourselves better and more successful.

You need to talk to him, right? Recognizing we're all going to have challenges, but by talking about them and working with them, we can make ourselves better and more successful.

I always look for high-energy people, and I think I like people who took care of themselves, that were physically fit, that had other things going in their life, and had a very broad background of how things worked and what they believed in. Because I think it's the whole person. That always served me well, too. I like people who tried to close me, who wanted the job and asked for it.

I always look for high-energy people, and I think I like people who took care of themselves, that were physically fit, that had other things going in their life, and had a very broad background of how things worked and what they believed in. Because I think it's the whole person. That always served me well, too. I like people who tried to close me, who wanted the job and asked for it.