Rex Tibbens is the president and CEO of Frontdoor which is the parent company to several home warranty brands, including American Home Shield. He is former chief operating officer of Lyft and the former vice president at Amazon, where he led the technical and product development of Prime Now, Amazon’s one-hour delivery service. Now, he is bringing his former tech leadership into the traditionally lower-tech home warranty industry.

Adam and Rex open the conversation by talking about Frontdoor and how the company is working hard to serve the homeowner of the 21st Century through innovation and forward thinking. Throughout his career, no matter the company or industry, Rex’s number-one priority has been obsessing about customers. He knows that customers are the ones who choose your business and decide whether you’re worth sticking with or taking their business elsewhere. 

Rex also believes in running toward the big problems. He says the leaders who want to step into the fire and solve the problems are the ones who rise to the top. And when you are a leader who runs toward the problems, you have to be okay if you get knocked down. 

Rex shares how you can grow when you encounter defeat or problems as a leader. It’s important to take a step back, think about what transpired and how you would do it differently the next time. Growing through adversity as a leader is how you build trust within your company and among your employees. And that’s also how you develop employee retention. Because people don’t leave organizations, they leave leaders. 

A common misconception of leaders when it comes to problem solving is that they always have to be the one with the answers. But the truth is, you don’t have to be the one with the solution. It’s your job to hire good people, build them up, and then trust them to come up with the solutions.

When working with his leadership team, Rex says that he will often come at a problem as if he is wrong. He shares that the higher up you are within an organization, the more filtered the information is that you have, and you often don’t have the context you need. So you have to ask probing questions in an understanding manner. His approach is always trust, but verify. Allow your team to challenge you as much as you challenge them.

Rex and Adam round out the conversation by talking about the transitions Rex has made throughout his career and the advice he has for leaders who are looking to make a major change in jobs or industries. What excites you about the opportunity? Once the fanfare ends, what’s the real work you’ll be doing? Does that get you out of bed in the morning?

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