Allan Klassen’s journey from president of a homebuilding company to a leadership advisor is more than just a career change. It’s a case study in living the “Hell Yes!” mindset he now helps others unlock.
“I named my whole co Clarity Quest intentionally because I really am a believer that clarity is the new clever.”
When Allan said that, I couldn’t help but nod. I’ve spent the last few years chasing alignment across vendors, tech and field teams and every time things go sideways, it traces back to a lack of clarity. The kind that makes teams hesitate instead of execute. Clarity isn’t fluff. It’s fuel.
“You get what you tolerate.”
Let that sit for a moment. In my own business, I’ve seen how tolerance turns into culture. If I let someone get away with sloppy follow-through, that’s the new standard. I’ve learned the hard way that my silence can set policy. Allan reminded me: alignment doesn’t erode overnight, it erodes when I look away.
“Most companies tell people what to do. Great companies tell people what not to do.”
Ok, it’s tough to scope everything that you should not do but it is like setting up a riverbank & as long as it stays in the middle, it’s great. I’ve spent too much time trying to be the answer-guy when what I really needed to do was set the boundaries and get out of the way. In property maintenance, this plays out every day. Techs who know what not to do make fewer mistakes, escalate less and protect our margin. It’s not just empowerment. It’s efficient.
“Our industry is notorious for forgetting about the customer. It’s the last day of our life with them and the first day of the rest of theirs.”
This one stuck. I’ve seen it happen in multifamily too. Residents move in and the experience drops off a cliff. If we don’t build systems that carry the relationship beyond the lease signing, we’ve already lost. Allan’s insight reminded me that customer experience isn’t about delight. It’s about remembering that people live with our decisions literally.
“The greatest CEOs are the most humble and vulnerable people.”
Leading during volatility is like running into wind, you’re exposed and it shows. But I’ve found that when I admit I don’t have all the answers, my team leans in. Vulnerability creates space for truth. Allan reframed that for me: asking for alignment support isn’t failure. It’s what great CEOs do when they’re serious about transformation.
When I think about our customers at IrisCX, our “Hell Yes!” buyer is the one who’s already chosen to compete on experience. They’re not winning on price. They’re not sitting on a one-of-a-kind asset. They know their edge is how they treat people – residents, techs, vendors, everyone. That buyer needs alignment to win. That’s who we show up for.
So now I’m wondering…
What’s one area of your business where everyone agrees… but nothing gets done?
Maybe it’s time to stop mistaking agreement for alignment.
