The Hidden Superpower of Every Great Leader: Rick Tollakson Of Hubbell Realty Company On Uncovering…

Authority Magazine: The Hidden Superpower of Every Great Leader: Rick Tollakson Of Hubbell Realty Company On Uncovering the Traits That Separate Good Leaders from Exceptional Ones -- Listen Share A good leader can hit the numbers, organize the work, and keep the ship afloat. An exceptional leader changes the trajectory of people, organizations, and often of communities. A good leader can hit the numbers, organize the work, and keep the ship afloat. An exceptional leader changes the trajectory of people, organizations, and often of communities. What is it that makes certain leaders stand out and achieve extraordinary results?

Beyond technical skills and strategic thinking, great leaders often possess hidden superpowers — those intangible traits that set them apart. These traits enable them to inspire others, foster trust, and drive innovation even in challenging environments. As a part of this series, we are interviewing Rick Tollakson. Rick Tollakson is the CEO of Hubbell Realty Company and author of “Think Bigger, Lead Better: Eight to Great Principles for Organizational Success.” Over two decades, Rick grew Hubbell from 70 to over 500 associates, launched 18 business divisions, and a few side adventures, and led nationally recognized community initiatives such

as Extreme Builds and ICON Water Trails. He has played a key role in expanding the company’s operations through residential, commercial and industrial real estate, as well as land development and property management. Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path? I started my career on the construction side, not with some grand plan to be a CEO.

I’m an Iowa State University grad in construction engineering, and later, I went back to get my MBA from the University of Iowa — which makes me an equal opportunity offender in our state’s football rivalry. Early in my career, I worked as a project engineer and then a project manager on industrial design projects. I loved the challenge of taking something from concept to concrete. In 1984, I joined Hubbell Realty Company to build a 20-story office tower and a two-block retail center in downtown Des Moines — the Hub Tower and the Kaleidoscope at the Hub.

My plan at the time was pretty simple: “Build this high-rise, sharpen my skills, and then go build high-rises around the country.” That was 1984, and I just retired this March (2026). So clearly, the plan changed. What kept me at Hubbell wasn’t some master strategy; it was opportunity after opportunity. I moved from running construction to leading commercial development. Then we bought a residential brokerage, so I became a land developer (something I’d never done). In Des Moines, if you’re a land developer, you probably become a homebuilder… so I did that too, and we started Hubbell Homes in 1998.

Every time something new came along, I said “yes,” figured it out, and we kept growing to what we are today. This year, the company is 170 years old, with a strong, supportive associate base and board. The leaders who came before me gave me the runway to build something bigger than I ever imagined when I walked in, just hoping to build one tower. Can you share the most interesting story that happened to you since I started your career? One that always makes me smile is when you realize you’ve been in business long enough to outlive your own buildings. That first big project — the Hub Tower and the Kaleidoscope at the Hub — was a huge deal for

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The article discusses leadership traits that are important for brand strategy, which is relevant for professionals, but the concepts presented are not particularly novel or groundbreaking in the industry.