How One Introverted Contributor Transformed Into A Culture-Driving Leader (in Under 12 Months)

Haberfeld is a national leader in financial‑services consulting, partnering with community banks and credit unions to grow deposits, attract new customers, and retain long‑term relationships. Joe McWilliams joined the company more than eight years ago as an Account Executive and spent the better part of a decade excelling as an individual contributor before stepping into management. Within that tenure he earned two promotions in just one year, catapulting from top‑performing Account Executive to Executive Vice President of Client Solutions in less than twelve months. 

In this new role Joe was charged with leading a twelve‑person department responsible for client retention, an area critical to Haberfeld’s success. His exceptional performance as an individual contributor had caught leadership’s eye, but long‑term success at the executive level required far more than technical expertise. President Sean Payne noted that the habits that made Joe a top individual contributor wouldn’t suffice at the leadership level; Joe needed to learn how to multiply results through others. 

Recognizing this, Haberfeld partnered with Leadership Resources to help Joe make the transition. Sean told Joe that his talents should benefit others across the organization, and the company invested in the Accelerate Leadership Program to ensure that Joe’s rapid ascension did not outpace his development. 

Transitioning from a top performer to a people‑focused leader brought new challenges. Joe’s department comprised twelve employees with different responsibilities, work styles, and motivators. Leading them required influence, communication, and visibility, skills that didn’t come naturally to Joe, who considered himself an introverted person and admitted that he felt drained by large events. For eight years he managed only himself and knew exactly what drove him; now he needed to understand what drove each team member and adapt accordingly. 

At a dinner in November 2020, Joe asked Sean what he needed to do to earn his next promotion. Sean’s answer was candid: Joe needed to “get out of your office and start pouring into other people.” It wasn’t enough to excel individually. He had to share his talents, connect with others, and develop his team. Joe later reflected, “I’ve always managed myself … now I’ve got to think about twelve other people, what motivates them to come to work every day.” This meant leaving the comfort of focused, solo work and stepping into a more visible, relational role—connecting with each person, delegating tasks, and letting them feel the impact of his talent. 

Joe also wrestled with pacing; his inclination was to do everything at once. Developing patience, delegating effectively, and learning to slow down became part of his leadership journey. He recognized that he couldn’t manage people the same way he had managed himself. In short, the challenge was not technical competence but cultivating the habits (visibility, delegation, empathy, and prioritization) that enable a leader to bring out the best in others.