Louis Chênevert is a well-regarded executive in the manufacturing sector who held leadership roles with a wide range of large, successful companies before retiring in 2014. He spent 14 years with General Motors, ultimately becoming a production general manager and overseeing the company’s Sainte-Thérèse assembly operation, which built the popular Chevrolet Camaro and Pontiac Firebird models.
He then moved on to Pratt & Whitney Canada in 1993, beginning a two-decade tenure with the United Technologies Corporation (UTC) family of companies that ultimately saw him lead the company as president, CEO, and chairman.
Initially serving as the executive vice president of operations at Pratt & Whitney Canada, Louis Chênevert oversaw a leading aerospace company—one of UTC’s many aerospace subsidiaries (alongside Sikorsky Aircraft and Hamilton Sunstrand). In 1996, he was promoted to executive vice president of Pratt & Whitney’s global operations, a position he held for three years before becoming president of the company.
Sustained Growth
Mr. Chênevert served as the president of Pratt & Whitney for the next seven years, leading the company to sustained growth and developing a reputation as a capable and respected leader. In 2006, he was promoted to chief operating officer and became a director at the parent company, UTC, overseeing all aerospace and commercial companies. Then, two years later, he was named CEO and president of UTC. In 2010, he became chairman of the company, a position he held until his retirement in 2014.
In recognition of his effective leadership and the sustained success that he facilitated across UTC’s family of companies, Mr. Chênevert received a number of honors throughout his career. In addition to being named Person of the Year by Aviation Week & Space Technology in 2011, he received honorary doctorate degrees from HEC Montréal (where he had previously earned a bachelor’s degree) and Concordia University.
He also received the Pace Award for Leadership in Business Ethics and the United Service Organization’s Distinguished Service Award. He is a longtime fellow of the American Institute of Aeronautics and Astronautics, as well as a former member of the US-India CEO Forum. In addition, he is the former vice chairman of The Business Council’s executive committee.
Qualities of a Strong Leader
As the former chairman and chief executive officer of a group of companies worth over $60 billion—building everything from elevators and HVAC systems to cutting-edge jet engines for both the commercial and defense sectors—Mr. Chênevert understands what it takes to be a strong leader. He emphasizes a number of factors as being integral to both his success and that of UTC, the first of which is acknowledging that serving as an executive leader means always being on.
Understanding this, Mr. Chênevert says that it is important to make a conscious effort to step out of your comfort zone, embracing jobs and tasks that other people naturally avoid. He said that you must be willing to take calculated risks, knowing that big risks can lead to big wins if you do your job effectively.
Mr. Chênevert also emphasizes the importance of never leaving a problem to be dealt with later. Solving problems requires action, and it is vital to take action quickly and decisively rather than procrastinating or laboring over decisions. In addition, he says that when leaders surround themselves with smart and educated people—essentially by hiring people who are smarter than them—they can ensure that they have the information, wisdom, and perspectives that are needed to make important decisions.
Be Inspired and Motivated
Mr. Chênevert also believes that it is important to be in constant contact with front line employees—people who see problems coming before they actually develop and who have the hands-on experience to know what solutions are required. These team members need to be consulted and collaborated with, as well as motivated and inspired. To do so, Mr. Chênevert suggests “being inspired and motivated yourself … go to work every day as if it was your first day.”
Ultimately, executives are responsible for everyone’s success—and that includes the innovators and creatives that help companies thrive into the future.
Mr. Chênevert emphasizes the importance of maintaining small teams that communicate well and that have the tools, budgets, and independence to pursue innovative ideas and products. He also maintains that an intensive review process is an integral part of the pursuit of new ideas, ensuring that key objectives are kept in sight.
Finally, on an individual level, Mr. Chênevert believes that a set of constructive habits is essential to success as a leader. He emphasizes “relentless follow-up … tremendous focus, being passionate and eternally optimistic, investing the majority of my time pushing the agenda … and making sure the key operational executives have everything they need to deliver.”
In Conclusion
Considering Mr. Chênevert’s success as a longtime executive and the former leader of a multinational, $63 billion group of companies, it is clear that he understands what it takes to thrive in a corporate environment. By adopting his leadership philosophies and maintaining focus and determination, leaders in a range of industries and corporations can find similar success.
