Associational Leadership - Not by the Book

We live in confusing times. In a world where lemonade is made from artificial flavors and furniture polish is made from real lemons, it was nice to sit down with Jack Rafn – he's as authentic as they come.

Jack Rafn is a shining example that getting an MBA (or doing everything by the book) is not the only path to effective leadership. Jack, CEO and Chairman of The Rafn Company, took a different road - then spent a lifetime engineering it, paving it and putting up buildings to follow it. Often acting on instinct, Jack has carved out an impressive niche in his industry - thanks in part to his leadership approach.

With all jets firing at once, Jack Rafn is entrepreneurial with a passion for creating business. He is a visionary. While capable of taking in the big picture, Jack never misses the subtleties that create opportunities. This often requires change in thinking and direction especially when it comes to creative solutions to complex problems.

Jack Rafn is a classic associational leader.

Visiting The Rafn Company in Bellevue, Washington, gives some measure of the man in charge – although he denied every word of it. Jack Rafn's vision of an open environment where creativity is not only encouraged it is fostered and risk taking is viewed as the way people learn, is what make the company and the man behind it, standout. Creativity is evident with the sandbox and toy trucks that beckon the visitor when they step through the door to Rafin Company.

Just in case you might make the mistake that anything but integrity is at the heart of his mission, Rafn's commitment to growth, both professionally and personally, is hard to miss. The words, "The only thing more painful than learning from experience is not learning from experience," is emblazoned on a banner that dominates a large wall of the company's workspace.

CereCore: Jack, as a leader, how do you use associational thinking; what makes a good associational leader?

Jack Rafin: "Beats me. Is there any other way?"

At first I thought this was going to be the shortest interview in history, and then I realized I was dealing with a man who doesn't consciously use associational leadership, he just is one.

JR: "When I first started out in school, only the scientific method was allowed. I never questioned it. Then I had the good fortune to meet Jan [Thomas]. She helped me see that one of the problems with associational leaders is that they don't understand associational thinking themselves. Working with Jan, well it was a huge, aha! That's why I do that - that's why that happens. She told me intuition was every bit as valid as a scientific approach to which, I said, you're kidding. From then on I proceeded with confidence. She basically gave me permission to go with my gut."

Jack Rafn is genuine. He looks you straight in the eyes, listening intently. He sincerely cares about people and nurtures those who work for and with him – and he prefers direct honesty to hypocritical politeness.

CC: How do your strengths as an associational leader enhance your effectiveness?

JR: "I perceive patterns, changes in directions. And I embrace the risks – while the rest of the world often fixates on what is I try to identify, what if."

CC: What about your challenges?

JR: "Sometimes I become too distant from reality. I can take off in directions and tangents that are not productive or in the best interest of the business. Those around me pull in the reins when that starts to happen."

CC: Are you open to that?

JR: "You bet. Ego is certain death. Ego – both in myself and in others around me. It can be one of the most destructive characteristics there is - especially in business. It's the fear of being perceived as not knowing. That distorts productive behavior – both from you and those who work for you. You might actually get to the point where you think you know something. You know, thinking you're important."

CC: Do you think that is a unique point of view?

JR: "A lot of self-esteem is built on the ability to participate in a knowledge society. When a person can see or sense that what he doesn't know is probably 1000 times more than what he does know, he needs to look for the not known – the risk areas."

Humble words coming from a man who has built a successful business - who is respected in his industry and community. Jack is active on the local and national levels in Associated Builders and Contractors where he has served on the National Education Committee developing educational policies. At University of Washington's College of Architecture he has helped create an industry council and is presently involved in establishing an interdisciplinary research and teaching institute for the whole industry.

Quick to praise the people who work for the company, Jack is a special type of leader who readily relinquishes credit. He quickly attributes the success of the company to the people around him.

JR: "[Rafn Company's employees] exemplify the company's values. Everybody adds value to our customers, their company and their community. Integrity and trust. Integrity: 'I will do what I will say I will do.' Trust: defined as, 'I believe you will do what you say you will do.' People saying I can, and then don't... the cost is billions. If we could all have integrity and trust life and work would be a lot simpler.

Jack, fit and with a sparkle of a successful human being seems far from leaving the thrill (and challenges) of his work. So I asked him about his plans for a simpler life... if he ever plans to retire.

JR: "Sure. When they kick me out – when I no longer add value. Another example of associational leadership: One of the joys of being in business is the excitement and intensity of the competition and risk and the game. And the game is just marvelous it's just wonderful. However, at some point, in a really effective organization you have to step aside.

CC: You ready for that?

JR: "It's not up me. Normally in a small or mid-sized company continuity of transition is ten years so when you're 50 or 48 you're right at the peak of your performance. Well that's the time you have to start planning the transition, so there's enough time for behaviors, knowledge and training to take place before you start transferring the equity.

It's obvious from Jack's responses he is always curious. And he doesn't understand why others are not. He exudes the message that we should experience all of life. And that everything is an idea. As our interview concluded he said,

JR: "I hope I never stop learning. I have a constant need to learn. Its associational thinkers – they need to do what they love to do. It's usually something crazy and creative. I never liked the business part of all this. And, so I probably wouldn't have done either except my sister's best friend was a CPA... I married her. [Regarding learning,] I also think they should teach failure. It's beaten out of us. When I went to school, failing was punishable by death. Kids today get a trophy for everything. I think they should get rewarded for integrity."

Jack and his wife are presently building a house. When sharing the plans with a friend, Jack was asked where he was putting his trophy case.

Amused by the question, he responded, "Trophy case? – I don't have any trophies."

Anyone who has met Jack Rafn would disagree.

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