Leaders of Lumber: Meagan McCoy Jones
McCoy’s Building Supply is proud to promote from within — part of the pro dealer and farm and ranch retailer’s “Born to Build” culture. An important component of the culture is McCoy’s Management Development Program, which provides mentoring for trainees to eventually become store managers.
Meagan McCoy Jones, who last December was promoted to president and chief operating officer of McCoy’s, describes the management program as “robust.”
The essential mechanics of management training at McCoy’s calls for store managers and company leaders to mentor rising talent. In fact, each trainee has a regional mentor who helps facilitate and validate skills and growth of the trainee.
“Our mentorship program means all our team members are involved in their own and others’ growth. That’s the key — we’re all working to learn more and lead better together,” McCoy Jones told HBSDealer.
Once a trainee is promoted to assistant store manager, he or she continues to receive the mentorship of their store manager and regional mentor. Mentors are armed with a list of skills to “check off” as the skills are learned and applied. The highest level skill is the ability of the the trainee or assistant manager to take on the role of mentor, by developing confidence and proficiency in each skill on the list.
McCoy Jones says a component of the Management Development Program is BAU, or “business as unusual” training.
“BAU recognizes that we must add value to other people as much as we add value to the financial performance of our company,” she said. “We start with the premise that we all have relational needs — respect, security, appreciation, comfort — and it is our responsibility as leaders to know and to meet the relational needs of our team and our customers.
“You can’t give what you haven’t received, so if we want our customers to feel respect, we must start with respect to our team members. We’ve been actively training our leaders and team members in BAU for over 20 years. Our culture is the result of this commitment that starts at the top and has been consistent for two decades plus.”
McCoy Jones says the company’s culture starts at the top with her father: CEO Brian McCoy. “If you want a strong culture, you must be unwavering in your standards,” she said. “We hold our leaders to a high standard at McCoy’s, and no one is exempt from those standards, regardless of your financial contributions or your place on the organizational chart.”
The company operates a “blended business” serving independent builders, repair and remodel contractors and tradesman, farm and ranch enthusiasts, and retail consumers.
“This strategy of a ‘blended business’ plan isn’t new, but our tracking and pursuit of these customers continues to be refined,” McCoy Jones explained. “We are most successful in a market when we’re doing business with customers across all these categories.”
Another aspect of the business is ecommerce and McCoy’s connectivity to its customers.
“I imagine all of us have a healthy respect for the impact of online retailing on our businesses,” she said. “We have prioritized investments that deepen our connection to retail customers and improve our delivery service and communication with customers.
“The trend for more and more customers to want delivery for their projects supports our strategic plan of continuing to make this easier.”
Editor’s Note: This article originally appeared in the June 2019 edition of HBSDealer.
Meagan McCoy Jones, who last December was promoted to president and chief operating officer of McCoy’s, describes the management program as “robust.”
The essential mechanics of management training at McCoy’s calls for store managers and company leaders to mentor rising talent. In fact, each trainee has a regional mentor who helps facilitate and validate skills and growth of the trainee.
“Our mentorship program means all our team members are involved in their own and others’ growth. That’s the key — we’re all working to learn more and lead better together,” McCoy Jones told HBSDealer.
Once a trainee is promoted to assistant store manager, he or she continues to receive the mentorship of their store manager and regional mentor. Mentors are armed with a list of skills to “check off” as the skills are learned and applied. The highest level skill is the ability of the the trainee or assistant manager to take on the role of mentor, by developing confidence and proficiency in each skill on the list.
McCoy Jones says a component of the Management Development Program is BAU, or “business as unusual” training.
“BAU recognizes that we must add value to other people as much as we add value to the financial performance of our company,” she said. “We start with the premise that we all have relational needs — respect, security, appreciation, comfort — and it is our responsibility as leaders to know and to meet the relational needs of our team and our customers.
“You can’t give what you haven’t received, so if we want our customers to feel respect, we must start with respect to our team members. We’ve been actively training our leaders and team members in BAU for over 20 years. Our culture is the result of this commitment that starts at the top and has been consistent for two decades plus.”
McCoy Jones says the company’s culture starts at the top with her father: CEO Brian McCoy. “If you want a strong culture, you must be unwavering in your standards,” she said. “We hold our leaders to a high standard at McCoy’s, and no one is exempt from those standards, regardless of your financial contributions or your place on the organizational chart.”
The company operates a “blended business” serving independent builders, repair and remodel contractors and tradesman, farm and ranch enthusiasts, and retail consumers. “This strategy of a ‘blended business’ plan isn’t new, but our tracking and pursuit of these customers continues to be refined,” McCoy Jones explained. “We are most successful in a market when we’re doing business with customers across all these categories.”
Another aspect of the business is ecommerce and McCoy’s connectivity to its customers.
“I imagine all of us have a healthy respect for the impact of online retailing on our businesses,” she said. “We have prioritized investments that deepen our connection to retail customers and improve our delivery service and communication with customers.
“The trend for more and more customers to want delivery for their projects supports our strategic plan of continuing to make this easier.”
Editor’s Note: This article originally appeared in the June 2019 edition of HBSDealer.