{"id":1751,"date":"2022-09-04T01:54:53","date_gmt":"2022-09-04T01:54:53","guid":{"rendered":"http:\/\/gator2126.temp.domains\/~insigies\/test.com\/?p=1751"},"modified":"2024-05-28T14:21:43","modified_gmt":"2024-05-28T21:21:43","slug":"insights-from-insight-interview-series-john-catoe-jr","status":"publish","type":"post","link":"https:\/\/insightstrategies.com\/insights-from-insight-interview-series-john-catoe-jr\/","title":{"rendered":"Insights from Insight Interview Series – John Catoe Jr."},"content":{"rendered":"\n

The Insights from Insight <\/em><\/strong>interview series aims to gather the collective wisdom of the most accomplished and seasoned General Managers and CEOs in transit and\u00a0transportation. These men and women have spent their entire careers\u00a0leading\u00a0and managing, steeped\u00a0in the\u00a0dual challenges of daily chaos and daily execution. Insight Strategies works in many industries, none are quite like transportation. We believe it takes great talent to just make it in this industry. The people we interview have not only \u201cmade it\u201d but have thrived. Their stories and the lessons we can gain from them are presented here.<\/p>\n\n\n\n

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(KC) Is this a good idea John, would you have liked to hear from Senior Managers and GM\u2019s as you were coming up? <\/strong>(JC) Absolutely. The history of how did we get where we are, and how did we deal with the issues?  Dealing with adversity \u2013I\u2019m not aware of a management book that deals with key transit management issues.  I think it\u2019s a good idea. <\/p>\n\n\n\n

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(KC) John, it is one thing to be fired up when you\u2019re 30 years old and you\u2019ve taken on your first real leadership position.\u00a0\u00a0How does one fire (in your case) himself up and go after it when they\u2019re 50 plus?\u00a0<\/strong>(JC) Actually it\u2019s a lot easier. When you\u2019re 30 you\u2019re trying to learn and figure things out, you haven\u2019t really mastered the whole political process.\u00a0\u00a0You understand the finances, but you\u2019re still getting your feet wet in managing the organization.\u00a0\u00a0So as you get older you have a broader perspective that is far more politically complex and you only get that through experience.\u00a0\u00a0You can read all the books you want to read, go to all the lectures you want to, but nothing prepares you like experience.\u00a0\u00a0At 50 you say I\u2019ve been there, I\u2019ve done that, now I want to take on something larger. It doesn\u2019t mean you\u2019re going to do it right all the time, it doesn\u2019t mean you won\u2019t make mistakes, but you know enough about how to back your way out of a corner.\u00a0<\/p>\n\n\n\n

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Insights from Insight<\/em><\/strong>–John\u2019s point about managing the political complexities of the GM role is an area I think a lot of would be GM\u2019s would be wise to study and get mentoring on.<\/em><\/p>\n\n\n\n

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(KC)\u00a0If you were to define down to one thing you can do as a GM that genuinely affects culture down to the driver, mechanic, bus washer, what is that one thing?\u00a0<\/strong>(JC)Stephen Covey and Tom Peters used to say decades ago, you have to manage by walking around. You interact with employees at all levels in formal and informal situations. Talk to them about what they\u2019re doing, what the agency is doing, how important it is for them to do their job, what it means for the region, for the customers. Show your personal commitment to them.\u00a0\u00a0It\u2019s one-on-one and group meetings with employees to talk, trade ideas, and listen. That way you can deal better when a crisis occurs because you have their input of what\u2019s happening in all parts of the organization. They like to get updates on what\u2019s happening in the agency, what\u2019s coming up.\u00a0\u00a0Nothing beats that interaction. Meet with the drivers, it\u2019s easy to go out 8 to 5, but you\u2019ll gain the greatest respect early (4:00-5:00am) when the operators get in, or after midnight when the mechanics come in for the late shift. They\u2019ll truly appreciate your sacrifice, your commitment, and your passion.\u00a0\u00a0You also need to communicate that you\u00a0expect<\/em><\/strong>\u00a0them to do well.\u00a0<\/p>\n\n\n\n

Insights from Insight<\/em><\/strong> –Solid gold. Each of us should be looking for these seemingly small opportunities to connect with our team at all levels.\u00a0\u00a0It\u2019s a twofer. 1. You are seen and present and not just the 9 to 5 shifts. 2. Ask and you will get some tremendously valuable \u201crubber on the road\u201d performance and anecdotal data from your people.\u00a0<\/em><\/p>\n\n\n\n

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(KC)What advice would you give a young person who wants to develop and move up?\u00a0<\/strong>(JC) If I see a young person that has talent, lots of drive, whom I think (or who tells me) they want to be a GM or a top executive within transit, I\u2019m going to remember them.\u00a0\u00a0I am going to make sure that they\u2019re in the job that helps the agency and helps develop them.\u00a0\u00a0That\u2019s talent I don\u2019t want to lose.\u00a0\u00a0If someone approaches me like that I\u2019m going to snatch them up, and put them in a special development program. I call those\u00a0\u201cchampions\u201d people who are very talented, and driven. I would put them in charge of special projects that were completely outside their area of expertise, because they had the ability to get things done. I would place them in positions that really stretched them, stretched their knowledge, but stayed within their abilities.\u00a0\u00a0As a result, you have great employees who are very loyal to the organization because someone cares about them, and the organization gains because it takes its internal talent and places it in a position of long-term leadership for the authority.\u00a0\u00a0\u00a0What I mean by that is, if you see talent, and you start developing it, you\u2019ll have that talent for a long time in the organization.\u00a0\u00a0Sometimes you lose people because they\u2019ll go to another organization for a higher position if the positions aren\u2019t open in your organization. But that\u2019s good because you\u2019re developing leaders for the industry.\u00a0\u00a0In addition, the reputation gets communicated that you are an agency who cares about its employees and their development.\u00a0\u00a0So then even more talented people want to come to your agency.\u00a0\u00a0If I can\u2019t take someone personally under my wing I find someone high up to mentor them.\u00a0<\/p>\n\n\n\n

Insights from Insight-<\/em><\/strong>It\u2019s one thing to hope<\/u> that you will be seen and heard by your upper management.  It\u2019s another altogether to politely but clearly state that you are wanting to grow, to make a career out of transit, to ask for mentoring and counsel as to how to get there.  CEO\u2019s usually got to that position because at one time they were that hungry young exec who wanted more.  My experience is that they welcome that kind of drive in their young managers and up and comers.<\/em><\/p>\n\n\n\n

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(KC)What advice did you get or wish you had wish you\u2019d gotten earlier in your career.\u00a0<\/strong>(JC) I got some great advice early in my career. James Reichart, who was the GM of OCTD (Orange County Transit District) back in the 70\u2019s, he always talked about\u00a0values.\u00a0<\/em>That it\u2019s about the values of the organization that make it successful, and he kept drilling that.\u00a0\u00a0He would teach it and have speakers come out to speak to the management team.\u00a0\u00a0I started\u00a0\u201cdrinking the kool-aid,\u201d because it resonated with me. You can\u2019t learn too early about respecting your people, developing your people, accountability, excellence, quality service and safety. Mainly the soft skills of working well with people, focusing on values, and that impacted me tremendously.\u00a0\u00a0Around the same time period, I got feedback from a board member and when the agency became OCTA, James\u2019s replacement, that my strength was creating a positive work environment, while developing and respecting people. So hearing that, I emphasized that aspect of my behavior.\u00a0He also told me\u00a0\u201cSmile more when you speak.\u201d I\u2019m serious.\u00a0<\/p>\n\n\n\n

Insights from Insight <\/em><\/strong>–\u00a0\u00a0\u00a0<\/em><\/strong>Funny, now it\u2019s considered\u00a0new thinking\u00a0to figure out one\u2019s strengths as John did, and to emphasize them vs. always fixing perceived weaknesses.\u00a0\u00a0\u00a0My\/our only caveat to that is that strengths are only strengths if they are considered such by the organization itself.\u00a0\u00a0Same goes for weaknesses.\u00a0\u00a0While it is important to understand your strengths and weaknesses, it is critical that you understand them within the context of what your team, group, company need from you.<\/em><\/p>\n\n\n\n

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(KC)If someone were to ask you John\u00a0\u201cwhat questions should I be asking you, from where you sit\u201d, what would they be?\u00a0<\/strong>(JC)What skill sets do I need to develop in order to manage a complex organization like a transit agency? And what can I do to develop those skills?\u00a0\u00a0Generally I\u2019m looking for that person to tell me they would like to take on responsibility in an area or in a task that will help develop those skills.\u00a0\u00a0One might say communication skills are important, but communicating to an elected board, how do you do that, how do you handle that?\u00a0\u00a0How do you handle adversity?\u00a0\u00a0How do you handle negative things that happen?\u00a0\u00a0How do you handle the press?\u00a0\u00a0How do you handle all the balls that are up in the air?\u00a0\u00a0Those are the kind of questions to be asking.\u00a0\u00a0Ask me for examples of things I had done which, if I could go back in time, what would I do different.\u00a0\u00a0Because in all of our careers when we make decisions, sometimes we make some pretty damn dumb ones.\u00a0\u00a0As a leader we have to take risks, if we don\u2019t try new things we won\u2019t be successful.\u00a0\u00a0And sometime when you try new things, they don\u2019t work well.\u00a0\u00a0I would expect someone to ask me what went wrong and not just what went right.\u00a0\u00a0And how did I turn it around? How did I turn that lemon into lemonade?\u00a0<\/p>\n\n\n\n

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(KC)Do you have a favorite quote or philosophy on leadership and development that you tend to go back to?\u00a0<\/strong>(JC) Yes, I remember Steven Covey \u2013 I always liked him, I know that\u2019s old school.\u00a0\u00a0For me it\u2019s basically about the emotional bank account. And I don\u2019t remember the exact quote now, you know you can fill up that bank account, but you have to use it very wisely.\u00a0\u00a0It\u2019s not you know, you can spend all your dollars there and nothing\u2019s left.\u00a0\u00a0I think he gave the example of a person who came in like with a gun shooting a 6 shooter, and it\u2019s choosing when it\u2019s the best time to you know give out your opinion. Which might not be, you know, the flavor of the day if you think it\u2019s best for someone to hear.\u00a0\u00a0If you\u2019re a person who constantly criticizes and says \u201cthat\u2019s not going to work<\/em>\u201d or \u201cno that\u2019s not the way,<\/em>\u201d then people aren\u2019t going to listen to you.\u00a0\u00a0But, if you\u2019re a person who is supportive and in a way they say\u00a0\u201chave you thought about this approach,<\/em>\u201d then people listen, they take that into consideration. Don\u2019t keep firing off at the mouth. Give input, give differing opinions selectively. So you\u2019re not perceived as a person who just criticizes anything and people stop listening to you.\u00a0<\/p>\n\n\n\n

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Insights from Insight-Steven Covey \u2013 Emotional Bank Account\u00a0<\/u><\/em><\/strong><\/p>\n\n\n\n

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Covey identifies six ways to make deposits (or reduce withdrawals):<\/em><\/p>\n\n\n\n

1) Understanding the Individual – This means listening intently to what the other person is saying and empathizing with how they may feel. It\u2019s important to care for others and act with kindness toward them.\u00a0<\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

2) Keeping Commitments – How do you feel when someone arrives right on time when you have a meeting? How about when people simply do what they say they will do? You build up an emotional reserve by keeping your commitments.\u00a0<\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

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3) Clarifying Expectations – We are not mind readers, and yet we consistently expect others to know what we expect of them. Communicating our expectations can help create a higher level of trust. When we ask for what we want, and we get it, we can then trust a little more.\u00a0<\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

4) Attending to the Little Things – Don\u2019t you find that the little things tend to become the BIG things when they do not receive our attention? Doing the little things is how we honor and show respect for others. Small kindnesses, a smile, a little extra effort, a hug, doing something you didn\u2019t\u00a0\u201chave\u201d to: these are the things that build trust.\u00a0<\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

5) Showing Personal Integrity – Integrity is the moral floor upon which trusting relationships are built. When we operate with sound moral character, it makes it so easy for others to trust us.\u00a0<\/em><\/p>\n\n\n\n

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6) Apologizing When We Make a Withdrawal – We will make mistakes; it\u2019s part of life. But when you see you have violated a trust, sincerely apologizing is how we make a deposit to counteract the damage we have done.<\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

(KC)John, this has been very powerful, I am appreciative of your time.\u00a0\u00a0<\/strong>(JC) Thank you, I\u2019m honored.\u00a0<\/p>\n\n\n\n

<\/p>\n\n\n\n

Final thoughts from Insight Strategies<\/em><\/strong> – When Managers move upwards we often find they are not fully prepared for what awaits.\u00a0\u00a0How could they be?\u00a0\u00a0While there are many philosophies floating around each individual\u2019s capabilities coupled with the unique circumstances of the persons, places and things involved in that move create limitless challenges. Think of a fresh supervisor with no training or experience.\u00a0\u00a0How would he\/she know to be aware of human resentments, of the shifting from being a peer to accountability for your peers?\u00a0\u00a0It\u2019s a big leap and most don\u2019t make it.\u00a0\u00a0This one simple example is really not that different than the newer GM?\u00a0\u00a0Fired up, ready to roll, finally be able to do it their way, only to find that it is a misnomer.\u00a0\u00a0The GM at the top of a transit property has more bosses than ever.\u00a0\u00a0City, boards, assemblies, and the mayor are all stakeholders in the success or failure of the GM\u2019s actions and consequently\u00a0very\u00a0interested in how she\/he does their job.\u00a0\u00a0John speaks well to the facilities needed to manage those complex relationships.\u00a0\u00a0Truly something difficult to learn without having been there. His understanding that we all have KPI\u2019s, measurements and these are honorable and clearly important\u2026 buses need to roll.\u00a0\u00a0But the great ones, those GM\u2019s that leave a lasting legacy to their agencies and the many people whom they impact, spend as much time on the people aspect, the human KPI\u2019s, if you will, as any other part of their work.<\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

Thank you, Kevin Catlin<\/em><\/p>\n\n\n\n

<\/p>\n\n\n\n

For over three decades John B. Catoe, Jr. contributed greatly to the extension and enhancement of public transportation offerings throughout the U.S.<\/p>\n\n\n\n

He was tireless in his effort to raise transit awareness, secure governmental funding, and invest in local communities. As such, under his leadership, improvements to transportation infrastructures had been realized, transit service reach more areas serving a greater number of passengers, and fiscal responsibility had been restored.<\/p>\n\n\n\n

<\/p>\n\n\n\n

Named Outstanding Public Transportation Manager in 2009 by the American Public Transportation Association (APTA), Catoe made national headlines for orchestrating and executing safe, efficient, and reliable public transportation offerings to and from the 56th presidential inauguration events. Then, serving as the General Manager for the Washington Metropolitan Area Transit Authority (WMATA), Catoe heeded President Obama\u2019s call to make these events the most open and accessible in history, opening METRO services to include 23 special rapid bus corridors and extended rush hour service for 17 continuous hours. Catoe served as the general manager for WMATA from 2007 through 2010, holding oversight of a $2 billion budget with more than ten thousand employees. During his tenure, he developed plans and secured funding for capital improvements to infrastructure, all while reducing administrative costs. Prior to his post at WMATA, Catoe served as the Deputy Chief Executive Officer for the Los Angeles County Metropolitan Transportation Authority (Metro) from 2001 to 2007. Under Catoe\u2019s leadership, METRO\u2019s operating costs were tracked lower than the consumer price index for the first time in two decades. One particular focus was Catoe\u2019s work with five Los Angeles County Councils of Governments to restructure bus operations into service sectors, thus better serving the community while containing\u00a0costs, a rare feat then and now.<\/p>\n\n\n\n

<\/p>\n\n\n\n

Those of us at Insight Strategies know John as a mentor, a man of immense integrity and we hope, a friend.<\/p>\n","protected":false},"excerpt":{"rendered":"

The Insights from Insight interview series aims to gather the collective wisdom of the most accomplished and seasoned General Managers and CEOs in transit and\u00a0transportation. These men and women have spent their entire careers\u00a0leading\u00a0and managing, steeped\u00a0in the\u00a0dual challenges of daily chaos and daily execution. Insight Strategies works in many industries, none are quite like transportation. 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