In his final corporate role before retirement, Chuck Jones sent weekly emails to approximately 1,100 of his teammates at Truist, where he managed a portfolio of $23 billion.
They weren’t about strategy changes or upcoming training, though. Each one highlighted a mistake Jones made at some point in his career. And with more than 40 years of experience at places like Truist, Citi, and Wells Fargo, he had plenty of stories to tell.
His “favorite” story dates back to 1983.
“The first loan I made in my first lending position was a charge off,” Jones recalled. “I gave a 36-month, unsecured loan to a customer who had borrowed from (that company) 33 times and, for whatever reason, decided not to pay. It was a small amount, but it taught me accountability. I had to go before the board of directors and explain myself. I accepted responsibility and learned a valuable lesson: Failure is not fatal.”
That ideal, that one mistake shouldn’t cost someone a career, has been a through line for Jones’ work. He calls it “one of the best lessons I’ve ever learned.”
“My coworkers couldn’t believe I would share that,” explained Jones. “Sometimes people assume because you reach an executive level that you’re infallible. I thought sharing that would really resonate.”
Positioning others to succeed
Jones spent 11 years of his storied career at Wells Fargo in its dealer services group, first serving as division manager and then as an indirect production manager.
He led the southeast division to profitability for the first time, generating $100 to $150 million per month in auto loan originations. As national co-head for the combined field operations of Wells Fargo Dealer Services, Jones oversaw more than 2,000 employees spanning 54 regional business centers.
“I love to build, to give people opportunities as they face unique challenges, and then watch them grow,” said Jones. “I’ve been fortunate enough to be around so much talent that maybe didn’t have the best leadership. I saw my role as a chance to put them in positions to succeed. I’m so proud that five of the eight people who directly reported to me eventually became regional managers.”
Jones helped Wells Fargo Dealer Services through the automotive crisis in the late 2000s, in which auto industry profits dropped rapidly and the United States government rescued the biggest American automakers with lines of credit.
“Everything was collapsing,” Jones said. “Being transparent should be the hallmark of leaders. We shouldn’t shield our teams from what’s very apparent in the environment. Of course I was nervous, but there was no point making my team the same way because they follow their leader. So, leaders should always tell their teams what they know, don’t speculate, and focus on what each person can control.”
Jones left Wells Fargo in 2013 and spent most of his final 10 years before retirement in 2023 with Truist. But recalls his time in dealer services fondly.
“We tend to get wrapped up on small things and we get locked into our silos,” he said. “I tell people don’t become so focused on one issue that it affects how you feel or how you perform. One of the great things about Wells Fargo is there are so many businesses that, as a leader, you can reach out and use those resources from people who have different, but similar challenges.”
Building a brighter future through community service and scholarships
Today, Jones and his wife Debbie live in Dahlonega, Georgia, about 70 miles northeast of Atlanta. Although he’s no longer in corporate America, Jones is as busy as ever. He serves the following organizations in some capacity: Northeast Georgia Health System Foundation, Sam Houston University Foundation board (he was named a distinguished alumni in 2019), Sam Houston State Alumni Association, Smith-Huston Banking Advisory board, Community Bank Auto Finance Advisory Board, Lumpkin County High School, Dahlonega-Lumpkin County Chamber & Visitors Bureau, Rotary International, and Leadership Lumpkin County.
He'd argue, however, his most important work has occurred in the homes and apartments of first-generation college students. Since 1987, Jones and his wife have funded more than 320 college scholarships.
“My mom had no education, but felt like if you went to college, you’d have a better chance in life,” Jones said. “It was a struggle for me — cashing in coke bottles, working two and three jobs — to graduate from Sam Houston State. I didn’t want anyone to have that experience, so that’s what got me started.”
Remember how Jones loves to develop and mentor? Despite that, he doesn’t put all the scholarships in his name. Recently, he honored one of his former Wells Fargo team leaders from Fort Worth, Texas, by naming a scholarship after their family.
"How Wells Fargo compensated us and supported us is a big reason we've been able to do this," he said. "As a leader, it's never about you; it's about the greater good."