Matthew Haworth

Matthew Haworth has been part of the family business since 1983. Starting out in manufacturing, and joining the company full-time in 1991, Haworth has held a variety of roles over the years in marketing, manufacturing, planning, and purchasing, including leading the company’s largest single business unit as Director of Product Line Marketing and Management for office furniture workstations.

In 2004, Haworth joined the governing board and participated in guiding the global strategy and evaluating performance of the management team, eventually becoming Chairman in 2009. As Chairman, he oversaw the company’s acquisition of brands that support global business and individual priorities, including Haworth Commercial Interiors, Haworth residential brands, and Bluescape.

“I believe we can affect the quality of the day wherever we are—while living, learning, healing, working, and traveling,” said Haworth. “We can enrich lives by unleashing and amplifying human potential.”

Haworth holds a bachelor’s degree in marketing from Indiana University and has completed several executive programs, including the board governance program at Harvard University. Haworth is also involved in several boards, including the Grand Valley University Foundation and Business Leaders for Michigan.

What led you down your professional path—from childhood interests to choices in educational focus and beginning your career? What were the key turning points for you?
I think the spark I got visiting the manufacturing with my dad. The manufacturing members were friendly and treated me well. I found my affinity for the business there.

Also, there was a really cool cart that I got to ride. As an 8-year-old, that cart was spectacular.

What have you learned in your leadership role and what advice would you give to others in a new leadership role?

It’s important to play off your strengths – we are all different and have been given different talents. Figure out what yours are and use them. And, maybe more important, find people that you trust, with different strengths, learn from them and depend on them.

One of my talents is a natural enthusiasm. I think it’s important to show passion. As a leader you are often so busy and running a tight schedule. Make sure you are taking the time to engage in projects and discussion that creates excitement. It’s good for you and can be a force multiplier for teams.

Who are the people who have had a profound influence on you and your leadership style?

My Dad. He has a steady, thoughtful approach and wisdom. It’s part of that strength balance I talked about. I aspire to incorporate some of his approach.

Also, I was privileged to know and spend time with my great-grandfather. Haworth is often referred to as a three-generation family business, but I like to tell the story that it’s technically four. My great-grandfather loaned his life savings to my grandfather to start the business. I appreciate his risk-taking and support of innovation.

Talk to us about company culture. What are some values that you and your team live by?

Together, our members and leaders established a healthy, vibrant culture with a set of written values for the benefit of all stakeholders. My dad and our members established the original Values in 1975 as an underpinning of who we are. This was in anticipation of our growth, and they were right. These were important when we had to on-board so many new people during that growth.

Haworth’s Values are a written manifestation of our stated priorities and principles – authentically what we aspire to. As we strive towards these Values, and live them in reality, this creates our culture.

We also recognize that the Values alone don’t guarantee success; having them gives us the best chance at success. The world continues to experience so much change and I notice that we are more appreciative of our Values than ever before. It’s proven to be a great foundation for Haworth.

What is a book that you’ve read or an influencer that you’ve listened to recently that has made you a better leader?

Leading Change by John P. Kotter. It’s refreshingly basic about project management but on steroids. This book is applicable for both launching a product and leading change at a corporate level. One of my favorite lessons from it is to be intentional about short-term wins during change as it can help gain credibility and provide needed energy for driving this change.

I also like Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram Charan.

Can you share why it is a priority for you to invest in economic development?

It’s important to work together on economic stability and strategic planning. A good example of this is something as simple as site selection – helping businesses interested in the area maximize their investment while considering local resources planning, too.

I also think it’s important for regions to be economically welcoming and ready for new business. It’s especially important to bring diversity of business to an area, which we can do without government subsidy. Holland is regaining some of that industry diversity – we are creating and making a wider range of products and offering more services. I think that will help us grow.