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When the student is willing, the teacher appears, and every busi- ness leader can trace their professional history back to a pivotal moment when they heard the right message at the right time, which then opened up a pathway to success. Several extremely accomplished individuals agreed to share with ExecuNet members some of the wisdom that influenced their leadership styles and beliefs. We’re hoping you’ll benefit from what they shared.

Bill George, professor of management practice at Harvard Business School; former CEO and chairman of the board, Medtronic; and author of 7 Lessons for Leading in Crisis, True North, Finding Your True North and Authentic Leadership (BillGeorge.org) “I’ve gotten lots of good leadership advice over my lifetime, particularly with regard to my own leadership style, which has lots of weaknesses and shortcomings going all the way back to a time in college when I lost seven straight elections and got some very sobering advice about why people didn’t want to follow me, much less why they didn’t want me as a leader.

Having mentors and people who can see you as you are is beneficial. Sometimes, we have a distorted view of ourselves, and they can hold a mirror up to you and see what changes you need to make in your own life. That kind of advice, I find, is very helpful.

One sound piece of advice came from my new boss, CEO William Wallin, when I joined Medtronic. I was the new president and chief operating officer. He said, ‘Don’t worry about the numbers. I’ll take care of that for the next 90 to 180 days. You need to get out and learn the business. You need to get out there and know our customers on a personal basis.’ I took that to heart. I learned so much about how the business worked, and what I call the ‘last three feet,’ which every business has. In the case of Medtronic, the three feet was the patients it served and the doctors. That was just great advice because it got me to see the good, the bad and the ugly.”

Chip Conley, founder and CEO of Joie de Vivre Hospitality; author of PEAK: How Great Companies Get their Mojo from Maslow (ChipConley.com)

“My father once told me, ‘The best way to engage and inspire your followers on a path that you want them to proceed on is to help them see that they were part of the decision-making that went into taking this path.’

While my father wasn’t advocating democratic decision-making, he was suggesting that people who feel they are an integral part of the enterprise are more likely to act as if they’re an owner.

With 38 different boutique hotels, we’ve created a committee of cultural ambassadors (one per hotel) who help
make some of the key decisions around corporate culture — our philanthropic programs, our employee recognition programs, our incentive plans — in the company. That way, we have a culture of
empowerment rather than victimhood.”

Pamela Mitchell, founder of The Reinvention Institute; and author of The 10 Laws of Career Reinvention: Essesntial Survival Skills for Any Economy (Reinvention-Institute.com)

"The best leadership advice I received was from my mother, who worked her way up the corporate ladder in the 1970s and 1980s. She taught me to build a strong web of relationships not just at work, but alsoin the community at large. I learned the wisdom omes from many sources, and true leaders tap into the expertise of others. Having friendships everywhere meant that I didn't hae to have all the answers -- all I needed to know was who to call, and to be friendly enough with them so they'd take my call!"

Michael Watkins, author of Your Next Move and The First 90 Days (GenesisAdvisers.com)

"Richard Olivier, on of the founders of Olivier Mythodrama, once said, 'You can't hope to inspire others if you can't inspire yourself.' This led to a lot of thinking on my part about vision and inspiration, and has profoundly impacted my writing and teaching."

Ford Myers, author of Get the Job You Want, Even When No One's Hiring (CareerPotential.com)

"As a leader...

• Your primary purose is to support and inspire your employees or team members in exceeding their own professional goals.
• Don't ask your employees or team to do anything that you haven't done or wouldn't do yourself.
• Respect and trust cannot be dictated; these qualities must be earned over time.
• Relate to your colleagues on a human level; not through the 'corporate veil.'
• Demonstrate how you genuinely care about your employees or team members and they'll 'walk through walls' for you.
• Be sure the work of your team is always aligned with the organization's objectives

These bits of advice about leadership were related to me by my father. His approach to leadership served him quite well in his long business career, and it has also served me well. The 'proof' is that I still maintain cordial relationships with all my previous employees or team members, and that they have consistently produced exceptional busienss results.

Mike Anderson, CEO and president of the Presbyterian Health Foundation (PHF) Research Park (phfokc.com)

"Best advice received:

• What is unique about your product?
• Who are your customers... do you really know them?
• What one thing, if you do it well, makes the difference between success and failure? And what is stopping you from doing that?
• Choose smart, motivated and highly ethical team players.

This personal consultation took place before launching a nationwide campaign raising funds for an international program; the campaign succeeded 110 percent of its best expectation. Authority in leadership is a concomitant of success.

Who gave it: The consultant was Peter Drucker.

Impact: Assiduously apply these fundamental principles of leaders and they effectively work in a variety of contexts. I have found this to be true for many decades, in contexts of inflation, recession, stagflation and disruption. Be aware of the enemies of osuccess: greed, self-absoirption, free-loaders pretending to be friends, wealth without work, mission without morality."

Doug Campbell, author of Where To Go From Here: Reinventing Your Career, Your Business, Your Working Life (TheSuccessCoach.com)

"Some of the best early career advice was from Davis Kennedy, publisher of the Alexaandria, Va. Port Packet, a weekly newspaper. I was involved in writing articles, circulation and advertising sales. We grew about 800 percent in two years.

He suggested work hard and 'get involved in the community.' The local civic organization I joined led ot many community projects and new friends. I have been involved throughout my career in community organizations, education and business organizations, and people in transition in local church and professional groups; it is rewarding and ca make a difference. Many business leaders are recognized first for their efforts in the community and then for their work in their business."

Dr. Terry Bacon, author What People Want: A Manager's Guide to Building Relationships that Work; and senior partner, leadership and talent consulting, Korn/Ferry International (KornFerry.com)

"The best piece of leadership advice I've ever heard came from retired five-star General Omar Bradley. As a West Point cadet, I was fortunate enough to see him in the Pentagon before he died. He spoke to a small group of us, and someone asked him what he would do differently if he had to do it all over again. He said, 'I would make the tough people decisions sooner.' In my career as a leader and manager, I have found that this is supremely wise advice -- and difficult to do."

Richard B. “Rick” Chess, president of American Realty Capital Markets, LLC (ARCMLLC.com)

“Chaz Hunter, when I worked for him at Winstar Communications, hammered into my head, ‘Unless you know the project has been accomplished, even when you have been told the project has been accomplished, assume it has not been accomplished and follow up. Even when you have reason to believe the project has been accomplished, follow up. There will ALWAYS be something — or someone — trying to grab the attention of the people you need focused on your project…even when you are the owner or the boss.’

Time and again, this advice from Chaz Hunter has saved me. Once I didn’t follow the advice when I was running for the Pennsylvania State Legislature. In a handful of precincts, we did not get the vote percentage we had projected, while we were 95 percent accurate or better everywhere else. We lost the election by 63 votes on the third recount. About 10 days after the election, we discovered the reason why we lost the five (of 42) precincts. A literature drop delivery to five volunteers did not take place. My relatives had the materials (already sorted and bagged) in the trunk of their car. They just forgot to make the deliveries (and we had called them to make sure everything was okay, and were assured that everything was fine).

Two years later, I was elected to the Pennsylvania State Legislature (by a 2:1 margin) and have been in various leadership roles ever since (e.g. founding board member of First Potomac, a NYSE REIT; member of the Real Estate Investment Securities Association; Acquisitions Director — United Dominion Realty), but I have never forgotten the advice from Chaz Hunter.

It’s not done until you know it’s been done…and still check to be sure!”

Deborah Shames, co-author of Own the Room (Eloqui.biz)

“The best leadership advice I ever received was when I was a young producer at the public television station in Chicago (WTTW-TV). John Callaway was the host of the popular series ‘Chicago Feedback,’ as well as the executive producer. My anxiety over producing a successful show was causing me a huge amount of stress and, I’m sure, making everyone around me miserable.

John counseled me that it’s okay to fail — which was totally foreign to me. He encouraged me to take risks, instead of striving to be perfect. He said true professionals learn more from their mistakes than they ever learn from their successes. One of the problems with the entertainment industry is that so much is riding on every project; people play it safe. John taught me that stretching and going outside my comfort zone was the only way to eventually produce something of true value.

I’ve never forgotten his advice. Now, at Eloqui, when we coach individuals to improve their communication skills, we encourage them to take risks, to try something new and to be unafraid of going outside their comfort zone. We encourage them to use an outline, rather than a fully prepared script to be open to improvisation...to put more of themselves and their perspectives into their comments.”

Bruce Piasecki, president and founder of AHC Group; and author of The Surprising Solution (AHCGroup.com)

“The best leadership advice I have ever received was from Donald Philip’s book, Lincoln on Leadership:

• The world of superior leadership isnot simple, but real.
• Failure and resistance are constant irritants in the pearl we call leadership. Ten days after Lincoln took office, the Confederate States of America seceded from the Union. Persistence pays.
• Keep the company whole. Lincoln started with a hostile takeover situation, but managed to keep the Union strong and growing.
• Lincoln was a master of the articulate paradox. He told great stories.
• Lincoln recognized the future world would be swift and severe. He mounted waves of change.”

Ted Santos, CEO Turnaround Investment Partners (TurnaroundIP.com)

“During a phone conversation with Bob Weissman, former Chairman and CEO of Dun & Bradstreet, he said it is always important to have two in the box. It means two people will always have responsibility for the customer. That means the manager facing the customer and the production manager both own the relationship with the customer. If there is a problem with the customer, both managers are responsible for solving it.

It has impacted my role as a leader because I follow that philosophy and make sure no one hands off ownership of a client to another person or division.”

George Bradt, managing director of Prime Genesis; and author of The New Leader’s 100-Day Action Plan (PrimeGenesis.com)

“Let me flip this. Here’s the core message I’ve been delivering at the CEO Connection’s CEO Boot Camps since 2005:

Leadership is about inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose. Three truths:

• It’s not about you.
• Help should be helpful.
• Everything communicates.”

Monique Dearth Honaman, CEO and president of ISHR Group (ISHRGroup.com)

“My best leadership advice came from my dad, Lee Baker, who was in management at Ford Motor Company. His advice? ‘Take time to smell the roses!’ Great advice to this day! In our work providing leadership development services to clients globally, we meet new and experienced leaders who are chasing the almighty title, the almighty dollar or the almighty promotion. At the end of the day, life as a leader is so much more rich for you, your peers, your direct reports and your family if you are a more balanced individual with a life and interests outside of work.”

Andrea Belz, PhD, Belz Consulting LLC (BelzConsulting.com)

“‘Mentors: Have one; be one.’ Sharon Allen, chairman of Deloitte Touche, said this to me over lunch one day. I always try to create extra time for mentoring, and I also continue to seek out different people with wisdom to share with me.

‘Never write down anything negative about another person. The recipient will read it repeatedly, and it will permanently change your relationship. If you speak to the other person directly, he or she will appreciate it, and you can work it out without long-lasting hard feelings.’ That advice came from my mother-in-law.

‘Don’t sign a contract with someone you don’t trust. No contract is tight enough to prevent problems with someone you don’t trust in the first place, and if you do trust the other party, you can work out any disagreements before it spins out of control.’ One of my first clients said that to me and I have used this extensively in selecting my clients. It hasn’t failed me.”

Lisa Anderson, founder and president of LMA Consulting Group Inc. (LMA-ConsultingGroup.com)

“In my 20 years of experience both as a VP of operations and as a business consultant across multiple industries and globally, I’ve gained insights and leadership advice that has stood the test of time. The best leadership advice I received was from my HR mentor, Debra Daniels, who worked for me when I was in a VP of operations role for an absorbent product manufacturer. She had a plethora of valuable advice, but the top three pieces of advice were as follows:

• Do what you say you’ll do. This is obvious, but rarely achieved since it sounds much easier than it is to implement in practice.
• Be consistent and up front with people. This is a key to gaining respect and engagement.
  
• Encourage feedback; listen to feedback, but do not assume all feedback is valid or the best approach, even feedback from the CEO.
• I owe a great deal of my success and accomplishments to her timely and valuable advice.”

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