by Sarah Nicastro, Creator, Future of Field Service

Keeping pace with change is challenging for many of today’s service organizations. But the conversation of last week’s podcast proves how much of meeting that challenge head on has to do with mindset and commitment.

Michael Potts, Executive Vice President at ACCO Engineered Systems, brings a refreshing perspective to what it takes not only to remain relevant and competitive, but to lead the charge. ACCO Engineered Systems has one of the largest and most experienced service departments in the nation, specializing in HVAC, plumbing, and specialty services. ACCO was founded in 1934 in Los Angeles and provides service and long-term maintenance agreements to over 8,000 accounts throughout the Western United States. Michael oversees a $2 billion+ operation with 550 service vans across eight states and has learned that service excellence in today’s landscape demands a fundamental rethinking of how the business approaches people, culture, and service delivery. Here are four key areas ACCO is prioritizing in its quest to lead its industry.

#1: Creating a Culture that Challenges the Status Quo

Throughout its company, ACCO is focused on practicing open communication and creating a culture where everyone feels they have a voice. While many businesses would make this claim, Michael gave multiple examples of how this commitment is practiced at ACCO.

Perhaps most striking is ACCO's commitment to creating what he calls "safe spaces for accountability." Their committee-style interview process involves multiple leaders who can openly disagree and challenge each other's perspectives on candidates. This approach extends beyond hiring into day-to-day operations, fostering an environment where constructive disagreement is valued.

One of the statements that stood out to me from the prep call Michael and I had for our podcast was his point that, “As a leader, I feel it’s my responsibility to challenge the status quo. How can I do that if I don’t welcome others to challenge me?”

#2: A Bold Talent Strategy

Many organizations are stuck in outdated approaches to talent acquisition and retention. While some leaders hope for a return to "simpler times," ACCO is making strategic big bets that are transforming how they attract, develop, and retain top talent in field service.

Michael emphasizes that running lean is preferable to hiring people who aren't the right cultural fit for ACCO. "I would rather run lean in our groups, whether it's our field teams, our sales teams, or our operations teams, and wait to find the right people that are going to fit those roles than to hire people just because we need bodies," he explains Potts. While this approach might seem risky in today's tight labor market, ACCO's experience shows that rushing to fill positions with misaligned talent creates bigger problems. Poor cultural fits don't just impact immediate team performance – they can erode company culture and damage customer relationships.

The strategy focuses on seeking candidates with core traits like work ethic, integrity, and willingness to learn rather than just technical skills. This patient, selective approach has helped ACCO build stronger teams. "I don't want somebody to come to work for ACCO that is just looking for a job. I want somebody to come to work for ACCO that's looking for a career, and then we can help build their career," Michael emphasizes.

This shift represents a significant departure from the company’s approach five years ago, illustrating its willingness to evolve beyond its historical norms to adapt to new circumstances. For service leaders looking to transform their talent strategy, ACCO's approach offers several key lessons:

• Prioritize Cultural Fit: Be willing to run lean rather than compromise on cultural alignment.

• Invest in Development: Focus on core attributes and provide comprehensive training for technical skills.

• Create Safe Spaces: Foster an environment where open communication and constructive challenge are welcomed.

• Balance Innovation and Tradition: Embrace new technology while maintaining personal connections.

• Lead with Emotional Intelligence: Invest in EQ training to develop more effective leaders and teams.

#3: Leaning in to EQ

One of ACCO's most successful initiatives has been their company-wide emotional intelligence (EQ) training program. Initially focused on leadership teams, the program has created organic demand throughout the organization as employees experience benefits both professionally and personally.

"When I started down this emotional intelligence path, my perception was ‘I'm going to learn tools to figure out how I communicate with you better.’ What I found was it's not an external opportunity... it's really an understanding of your behavior and how you react to the situations around you," reflects Michael.

ACCO's commitment to EQ training represents a strategic investment in developing more effective leaders and teams. The program focuses on helping employees understand their own behaviors and reactions rather than just improving external communication. The initiative has sparked additional wellness programs and demonstrates ACCO's holistic approach to employee development. This investment in people skills provides a competitive advantage in both talent retention and customer service.

#4: Balancing Technology and Human Touch

While ACCO embraces technological advancement, the company maintains a careful balance between automation and personal connection. "While we want to be more efficient, we still have to have that personal touch. We're a very large service business, but I believe our customers in all of our markets feel like we're still a mom-and-pop shop," says Michael.

When implementing IFS, ACCO succeeded by prioritizing employee buy-in and transparent communication. Despite warnings from internal skeptics of losing 50% of technicians during deployment, they only lost two employees and Michael makes the very valid point that you have to accept the realities of some attrition when it’s tied to an unwillingness to evolve in ways the business must.

ACCO actively involved field leadership in the development process to gather input about must-have features as well as addressed concerns proactively rather than forcing change from above. This collaborative method helped dispel rumors and maintain team stability during a major technological transition. The success demonstrates how proper change management can minimize disruption while advancing necessary organizational evolution.

While embracing automation and AI, ACCO maintains that personal connection remains essential in service delivery. Their approach focuses on using technology to improve efficiency while preserving that "mom and pop shop" feel that customers value. The strategy requires careful consideration of how new technologies impact both employee and customer experience. They emphasize staying nimble and ready to pivot as technology evolves while maintaining their industry leadership position.

Conclusion

The waves of change, especially related to the talent war in field service, aren’t going away, but organizations that make strategic investments in people, culture, and leadership development will have a significant advantage. As Michael demonstrates, success requires bold moves and a willingness to challenge conventional wisdom.

The future belongs to organizations that can balance efficiency with humanity, technical excellence with emotional intelligence, and individual growth with company success. ACCO's experience shows that while this balance isn't easy to achieve, it's essential for sustainable success in modern service operations and it is attainable with effort.