Kevin Murphy, CEO of One of The Largest U.S. Distributors In Construction On Culture, Leadership, & Thriving in Disruption

Kevin Murphy is the CEO of Ferguson Enterprises, a prominent distributor company in the Construction Business of North America. Their services include new construction, repairs, and renovations in many sectors, such as the following:

1) Underground water constructions

2) Wastewater Management

3) Stormwater Infrastructure

4) Fire Protection

Most of their business activities are conducted through trade professionals, and they are proud to contribute to various technological innovations in the USA and Canada.

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Mr. Murphy began his professional journey in his Family Construction Business based in Ohio. His initial duties involved everything related to the hard work of loading and unloading trucks and customer service, an all-duties occupation that taught Mr. Murphy valuable lessons regarding leadership and entrepreneurship.

After a while, Ferguson Enterprises proposed the incorporation of the Family Business into their brand. After the acceptance, Mr. Murphy and his father oversaw the construction activities of Ferguson Enterprises in Southern Ohio.

Mr. Murphy recalls that he had the fantastic opportunity to collaborate with pioneering minds, and this fact facilitated him to grow as a professional. After three years of supervising the business activities in Southern Ohio, Ferguson Enterprises proposed an advanced role to Mr. Murphy: the Underground Water and Sewer Infrastructure Manager.

This new position involved supervising all the construction and sales activities throughout the East Coast. This was the last step before his current role as the CEO of Ferguson Enterprises.

Mr. Murphy had enrolled on some Leadership and Management Programs at Wharton Business School and Harvard, but the bulk of his knowledge derives from real-life experience. He also acquired significant experience through interacting with mentors, such as the executives of Ferguson Enterprises and his father.

A former CEO of Ferguson Enterprises taught him an indispensable lesson about the corporate world: If someone cannot teach, mentor and train somebody to be better and take on additional responsibilities, no one can grow professionally.

Ferguson Enterprises consists of 31,000 employees and has over 1600 locations across North America. This complex network of branches has an excellent internal communication method based on the company’s core principles.

These principles entail the incorporation of individuals in the organization so they would be amazed at the unity level within the organization’s ranks. The company’s unity encourages talented individuals to accept more responsibilities and create fruitful career paths. Thus, the prosperity of the individuals promotes the stability and longevity of Ferguson Enterprises.

The imposed restrictions of the recent lockdowns caused severe disruptions in the supply chains. Ferguson Enterprises established a safety culture throughout their personnel and clients by adopting the following measures:

1) They closed down the facilities, although they could continue providing repair activities.

2) After securing a safe environment, half of the employees worked in a remote status.

3) The rest of the employees focused on the needs of the local markets.

4) There were advertising videos and constant communication with the local communities. The aim was to encourage the clients throughout these struggling times.

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Ferguson Enterprises is renowned for its innovative leadership approach. It is a Servant Leadership Style Culture with the motto: ‘Teach, mentor, train, and make somebody better than you.’

Mr. Murphy embodies the same leadership style with empathy and control in a personal approach. Moreover, he believes authentic leadership derives from the tendency to challenge the status quo. A relevant incident in the past where he voiced his opinion to a former CEO of Ferguson Enterprises shaped him into today’s leader.

Ferguson Enterprises represents a different working culture from the majority of companies. A prospective employee should have these attributes:

1) Interest in the development of the other employees.

2) The ability to understand first and then be understood.

3) A unique approach to problem-solving and, therefore, an advanced level of managerial and leadership skills.

Many companies dismiss the value of the labor force due to its high cost, approximately 2/3 of the entire expenditure. This is where Ferguson enterprises differ because, without the winning spirit of the working personnel, the customers’ problems would remain without a solution.

The employees comprehend from their first days in their roles that the company’s mission is to make the customers’ jobs more simple, successful, and sustainable. The example of the recent pandemic proved that customers value dedication to their satisfaction.

Mr. Murphy also insists on the humane approach of his company in conducting business. He considers the company his family, and loyalty is paramount in thriving in the corporate world.

Mr. Murphy believes loyalty is still intact within the ranks of Ferguson Enterprises. He states that if an employee passes the milestone of the first two years of working in the company, he gradually understands the value of working in such a warm and family-like environment.

Ferguson Enterprises aspires to maintain this warm working environment indefinitely in the following ways:

1) Directing the employee to the proper career path according to his dexterities.

2) Provision of all the necessary tools and training opportunities for constant professional growth.

3) Personal growth is also fundamental for an employee, and effective leadership means providing a helping hand when needed.

Leading by example is the most effective and prestigious form of leading. According to Mr. Murphy, admitting possible mistakes to your employees is the ultimate form of vulnerability and strengthens the bonds within the team.

Conclusively, Mr. Murphy proposes the following for prospective leaders:

1) Development of their insatiable intellectual curiosity. This means constantly acquiring knowledge, even in uninteresting areas at first thought.

2) Consulting with accomplished and influential mentors.

3) Being able to execute a particular job expertly.

4) Caring about the development of your peers.

5) Enhancing the skills of everyone in your team.

6) The capacity to realize that not every employee is suited for a particular position. All roles require specific skills, and a genuine leader should recognize these skills in the working personnel.

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Jacob Morgan

Jacob Morgan

11.8K Followers

4x Best-Selling Author, Speaker, & Futurist. Founder of FutureOfWorkUniversity.com. Exploring Leadership, Employee Experience, & The Future of Work