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VO L . X X V I N O. V I § 2 M A R C H 2 3 , 2 0 2 0 24 2014 Peter Rinck CEO / Rinck Advertising What he is doing today: CEO, Rinck Advertising Inc., with 34 employees. Key lessons learned as a manager: • Listen completely. Many times the point being made at the beginning of the sentence or statement is not the point being made at the end. You have to let people say what they mean completely. Don't be so smart and jump in with your brilliant solution before you actually understand what the person is tell- ing you. • It's fundamental to human nature to resist change. e only ones who embrace change are the ones whose great idea it is. But change is necessary. And emotional. And messy. Give change a chance. Make sure doors and windows and minds don't shut because of this quirk of human nature. • Understand the difference between data-driven and data- informed. If data drives decisions, it is likely that options narrow to drive the optimization. Informed data makes room for breakthroughs, hypothesis testing and failure. And there is value in failure. It makes you smarter to know something didn't work as well as you thought it might. Advice to Maine's next generation of business leaders: Nobody is invested in your success except perhaps your relatives. e person you are today is not the person you will become. Invest in yourself: Learn, travel, discuss, debate, analyze, fail, succeed, improve. Royce Cross is president and CEO of Cross Financial Corp., doing business as Cross Insurance. Peter Rinck, CEO of Rinck Advertising, has a staff of 34 employees. FILE PHOTO We can do more than we often believe we can. – Royce Cross Invest in yourself: Learn, travel, discuss, debate, analyze, fail, succeed, improve. – Peter Rinck Royce Cross President and CEO / Cross Financial Corp. What he is doing today: President and CEO of Cross Financial Corp., dba Cross Insurance, with 1,000 employees. Key lessons learned as a manager: • Don't over manage. If you outline a problem to people and what needs to be accomplished they'll come up with a better idea than your own. • My mother got it right when I was a child. You're like the people you identify with. Be careful to identify with people you respect. • All of us have a tendency to limit what we can accomplish. We can do more than we often believe we can. Advice to Maine's next generation of business leaders: Maine is a great place to do business. We have a wonderful resource in the Maine labor force. We work with a lot of millennials — they're doing a great job — with them, we're very optimistic to the future What's next: Transitioning the company to the next generation. And, while we transition, continue to grow the company.