Business RadioX ®

Katie Sparks, Herbert Legal Group, and Bill McDermott, McDermott Financial Solutions

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North Fulton Business Radio
North Fulton Business Radio
Katie Sparks, Herbert Legal Group, and Bill McDermott, McDermott Financial Solutions
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Host John Ray, Katie Sparks, and Bill McDermott

Katie Sparks, Herbert Legal Group

Katie Sparks, Herbert Legal Group

Katie Sparks is an attorney with Herbert Legal Group in Roswell. Her practice includes all aspects of business and corporate law. She has a particular interest in trademark law and enjoys helping her clients to develop and protect their valuable brands.

Katherine is a graduate of the University of Georgia where she graduated with a double major in History and French. She earned her law degree from The Catholic University of America in Washington, DC.

Katherine is a member of the Alpharetta Business Association and Roswell Attorney Project. She is mother to a young daughter and in her spare time enjoys reading, cooking and traveling.

Bill McDermott, McDermott Financial Solutions

Bill McDermott, McDermott Financial Services

Bill McDermott is the founder and CEO of McDermott Financial Solutions. As a “recovering” banker of 32 years, Bill got to see first hand thousands of companies struggle with all kinds of issues pertaining to people, process, strategy, execution and money. Less than 10% of all companies were really hitting on all cylinders.  These days, he’s known as The Profitability Coach℠.  He helps business owners make Profits on Purpose℠ by putting the building blocks in place for financial success.  By utilizing EOS, Bill helps leadership teams to get on the same page and crystallize their vision, gain more Traction to execute on that vision and become a more healthy cohesive team.

“North Fulton Business Radio” is broadcast from the North Fulton studio of Business RadioX®, located inside Renasant Bank in Alpharetta. Renasant Bank has humble roots, starting in 1904 as a $100,000 bank in a Lee County, Mississippi, bakery. Since then, Renasant has grown to become one of the Southeast’s strongest financial institutions with approximately $12.9 billion in assets and more than 190 banking, lending, wealth management and financial services offices in Mississippi, Alabama, Tennessee, Georgia and Florida. All of Renasant’s success stems from each of their banker’s commitment to investing in their communities as a way of better understanding the people they serve. At Renasant Bank, they understand you because they work and live alongside you every day.

Inspiring Women, Episode 10: Leadership Without a Title (An Interview with Janet Smith Meeks, Part 2)

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Inspiring Women PodCast with Betty Collins
Inspiring Women PodCast with Betty Collins
Inspiring Women, Episode 10: Leadership Without a Title (An Interview with Janet Smith Meeks, Part 2)
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Janet Smith Meeks with Betty Collins, Host of “Inspiring Women”

Betty’s Show Notes

Leading without a title: it’s tough, it’s risky, it’s not always as efficient as leading with a title. And sometimes you feel like you’re running uphill because you’re often seen as having no authority. But leadership goes beyond the CEO or the shareholder or owner, but they are not the only person in the organization who matters.

And even though I have a title now, I still lead without a title. It takes trust. People want to follow you when they can trust you. Trust is earned and developed over time, it’s not easy, and it requires a focus on helping, serving, consistency, and a genuine concern for the job and the people you are responsible for. It takes a lot of time and effort to build all that and to learn to look for opportunity.

Join me as I talk with Janet Smith Meeks about this other type of leadership in part two of our two-part interview.

Janet Smith Meeks, Healthcare Alignment Advisors

Janet Smith Meeks

Janet Smith Meeks has devoted nearly four decades of her professional life to the healthcare and financial services industries. As a C-suite executive and corporate director, she has vast experience in finance, strategy, operations, marketing, business development and leadership effectiveness.

Janet has served in executive roles for four nationally known healthcare systems, including Trinity Health (the second largest Catholic Healthcare system in the nation) and the prestigious Vanderbilt University Medical Center. Janet spent nine years as president of Mount Carmel St. Ann’s Hospital in Westerville, Ohio where she led the organization to peak performance through applying the key ingredients of Gracious Leadership.

As co-founder and CEO of Healthcare Alignment Advisors, Janet uses her experience to guide C-suite executives across multiple industries in strategies that are designed to optimize corporate performance within a positive work environment.

Janet is the author of Gracious Leadership: Lead Like You’ve Never Led Before.

“Inspiring Women” Podcast Series

Betty Collins, CPA, Host of “Inspiring Women”

“Inspiring Women” is THE podcast that advances women toward economic, social and political achievement. The show is hosted by Betty Collins, CPA, and presented by Brady Ware and Company. Brady Ware is committed to empowering women to go their distance in the workplace and at home. Past episodes of “Inspiring Women” can be found here.

Show Transcript

Betty: [00:00:28] Leading, it doesn’t take a title. Leadership is such a hot topic in today’s world. We have tremendous amounts of leadership areas – between our homes, our businesses, at school, the community, and, dare I say, politics. People are looking for leaders.

Betty: [00:00:47] Leadership, to me, is simple. It’s pure influence. You don’t have to have a title to do that. Sometimes, the title obviously makes it easier. It’s why I’m doing a podcast about this topic. This is part two on leading. Today, we’re going to talk about leading, no title needed.

Betty: [00:01:07] I just want to give you a quick summary of my last podcast, in case you didn’t get to listen to it; I would challenge you to listen to it. Really, we talked about leadership being influence. It starts with you.

Betty: [00:01:18] You have to own when you lead. Your mindset has to be open to many types of different change, and circumstances; you have to be willing to look at things totally different sometimes. The most important thing is you’ve got to show up every day when you lead. Yesterday is over.

Betty: [00:01:36] Be responsible with your time. We also talked a lot about that. When you do finally get to have a title where you can influence, be responsible. Make sure you’re using it for the good. Then we ended with Janet Meeks. She’s the author of “Gracious Leadership.” You will really love her interview today. You’re going to just really get into it.

Betty: [00:01:55] Leading without a title, it can be really tough. It’s risky. It’s not as efficient, sometimes. You feel like you’re running uphill. You are perceived, really, as having no authority. It takes a lot of depth of commitment. Leadership goes beyond the CEO. It goes be beyond the shareholder, or the owner. They are necessary, by all means. We have to have somebody there, but they’re not the only people in the organization that lead.

Betty: [00:02:24] Many years ago, I was not the owner. This was before I was the owner. I was the employee, and I absolutely led without a title. It frustrated some of the owners within that organization, because I was treated like an owner by my peers. I had the respect, and it paid off for me. Even today, as the owner, there are times I still lead from behind, without the title. Then, eventually, I had a lot of reward because of that hard work. I get to lead my office. I serve on the board of directors. I direct a women’s initiative at Brady Ware.

Betty: [00:03:02] I didn’t always have the titles, but I have them now. I guarantee you, I’m still leading without a title. What does it take to do that? Well, it takes trust. If you’re going to lead without a title, it will take trust. It’s the simple truth. People simply want to follow you, when they can trust you. Trust is earned, and it’s developed over time, and it is not easy.

Betty: [00:03:27] To be trusted, there’s just some real minimums. You have things that you have to do to be trusted. First, you have to do what you say you’re going to do. If you say it, then you better do it. You have to focus on helping, and serving. You certainly have to be consistent. Nobody likes a leader who is not consistent, and they never know where they’re coming from. You have to genuinely care about the people, and what it is you’re doing.

Betty: [00:03:56] Who do you trust in life, right now, and why? Is that you? Do you act that way?  Believe me, it takes a lot of time and effort to build that. Never underestimate that. When you’re leading without a title, trust is the core to what you’re doing. It also takes a lot of patience to lead without a title.

Betty: [00:04:15] I came across a really great quote from [00:04:18] Robin S. Sharma. I [00:04:22] like this visual that he kind of gives. “I want you to think about a farmer in a field, totally barren; acres and acres of it. Then I want you to picture it totally, totally full of beautiful high, growing, green corn stalks. Think of those two pictures. All it is is that the farmer has patience, and he trusts the process. He just has the faith, and the deep understanding that through daily efforts, the harvest is going to come. Then, one day, almost out of nowhere, there it is, and you have this field full of good, really good corn to pick.” Let’s take that quote to your world. Patience, trusting your process, and knowing that through daily effort, the harvest is going to come.

Betty: [00:05:15] For the listener today who is the leader with the title, start thinking about those leaders in your company that don’t have a title. You know who they knowledge, and hopefully you’ll do something about it. In order to lead without a title – trust, patience … You have to be the solution, and not the victim. You have to look for the opportunity, if morale is down, culture’s tanked, piles of work are overwhelming, turnovers keep happening … The employee from hell sits next to you. In fact, if you were the title- had the title of HR Director, you would probably ask them to be alumni, the first day you were on. Clients expect way too much. Some of the clients owners think are great, and they’re really not. They should also become alumni. Does this sound familiar to you? By the way, every business, every organization has these issues.

Betty: [00:06:06] The difference is how those who lead handle it, title or not. Be the solution, and not the victim, and look for that opportunity. When people are negative, be positive. When the work piles are high, figure out how to prioritize them. Look for opportunity. You’ve got to observe your surroundings to see that opportunity, so that you – you – can save the day.

Betty: [00:06:31] Here’s a quote I found: “Sometimes, saving the day is pretty uncomfortable.  Sometimes, being the leader without the title, when there’s a titled person right next to you, isn’t real comfortable, but the more you leave your comfort zone, the bigger your comfort zone becomes”

Betty: [00:06:46] In order to lead without a title, you have to have the mindset of a leader. Remember, great leaders talk about vision and ideas, not others. Having that mindset, when you’re leading without a title, of a true leader – it’s a choice every day. You have to choose to be your best. If you really believe what you’re doing matters, and if you really have purpose, and a vision of the future, then that choice is easier.

Betty: [00:07:13] Those are key things that you have to have. [00:07:16] You have to truly … It matters in a vision. [00:07:18] I really have that in my life. I really believe in the marketplace, the business world, the economy, and that accounting has a role to play in that. The success of the marketplace then ensures that the employees that work there have provision for their households; those households, or communities in which we work, and all play, so it matters what I do. It matters what my peers do. That’s a key component, when you want to make the choice to be the best every day. Then I have a vision of what that marketplace can look like, and you’ve got to be able to perceive, or show that, and influence those around you.

Betty: [00:07:56] To be a leader without a title, it takes ability. You’ve got to be able to create value. It’s what leaders do, title or nothing. There’s nothing worse than being busy at something, and working hard for really very little value. Let me put it to you this way, why would you paint a car, overhaul its entire interior, put a new stereo system in, if there wasn’t an engine in the car? The car really has no value, and everything you’re doing around it has no value. Doesn’t matter that it’s got cleaned-up paint look, right? If you can’t create value, you probably should walk away from the organization you work for, or volunteer for.

Betty: [00:08:39] If you aren’t perceived as value, maybe you should consider that, or you create the value, and you seize the opportunity. If you’re so good that they can’t ignore you … If they do, maybe they need to- maybe you need to reconsider things, but if you’re so good that they can’t ignore you, that influence will continue to go on, and you will lead, because you’re not just good; you’re probably really great at what you do. Take time to make sure that your game is not just good, but great, and add that value.

Betty: [00:09:11] Leaving without a title, you’ve got to put people first. My team is led by my tax manager, Loranί, who decided for ’19 that our mission and tagline would be, “People, purpose, and process.” Accounting is not exactly real motivating – spreadsheets, software, the new rules, the new laws – but the people it affects, and the process, how it gets done, can be inspiring, because you can see, again, what we do matters. The people getting it done, and the process, then, to get it done is crucial.

Betty: [00:09:47] You’ve got to give credit where credit is due. There is nothing like a leader who takes all the glory. You know who those are. Most importantly about it, don’t get trapped into the mindset that you give up your influence as that leader without a title, because you just don’t think you have any. Putting people first – huge, huge deal.

Betty: [00:10:12] I searched the internet to find examples of leaders that were behind the scenes. There’s plenty of them, but the one that really caught my eye was a janitor of a school, middle school, at that, with about 900 kids. Imagine the mess every day. The janitor, Mr. Eugene, as the students called him, was given a standing ovation by the kids, and the teachers of the school for his service; service of a thankless job.

Betty: [00:10:38] He did it with such grace. He did it by greeting kids every morning, by high five, by bumping the fist; always smiling, and not complaining. If a mess needed cleaned up, he just did it. He accepted this award so humbly. I cannot imagine those kids, as I watched them stand and cheer him on, and high five with him, I cannot imagine that they will never not stop talking about Mr. Eugene in their middle school. He was the janitor. This is how he conducted his life.

Betty: [00:11:12] I end with this thought: become the leader you want. You may just be surprised at the results, not just on your professional life, but on your personal life, as well. Never get trapped up in thinking you can’t lead without a title, and have influence. Leading with a title – use it responsibly. Leading without a title – it takes courage, and perseverance, which can result in such fulfillment, and reward.

Betty: [00:11:41] The last podcast, I interviewed Janet Meeks, who is the author of “Gracious Leadership.” You want to stay tuned for another interview with her. It’s really going to be good. It’s going to blow you away.

Betty: [00:11:51] Today we’ve been talking about leadership without a title. It’s my privilege today to have someone who truly is an amazing leader. Janet Smith Meeks has devoted nearly four decades of her professional life to healthcare, and financial-services industries. She is an amazing executive, and director, and she wrote a really, really great book, “Gracious Leadership: Lead Like You’ve Never Led Before.” I’ve read this book. and it really is just impactful with such simple things. It’s amazing what the power of those simple things can create in leadership.

Betty: [00:12:26] I’m just so thrilled to have you here today, Janet. We’re going to just talk a little bit about leadership from your perspective. Leaders without a title – the podcast is a tougher one, because leading without a title can be harder. Really, to me, leadership is influence. Janet, I’ve got a couple of questions about leading without a title. Leaders without a title, obviously, must lead through influence. Would you share an example of how you led through influence earlier in your career, when you didn’t have the C-suite title?

Janet Smith Meeks: [00:13:01] Absolutely, Betty. For the overwhelming majority of my career, I was not in a line function with a lot of employees. I was in a staff function, such as leading strategic planning, or marketing, where I definitely had employees, but I didn’t have the 1,900 employees that I was blessed to follow when I was at St. Anne’s.

Janet Smith Meeks: [00:13:23] You take me back to my early days at my first employer, which was Bank of Mississippi, now BancorpSouth. I was a management trainee, and then immediately after that was named the administrative officer, and was an assistant for Mr. Patterson.

Janet Smith Meeks: [00:13:42] Mr. Patterson asked me if I would coordinate the bank’s responsibility associated with a 10k run call the Gumtree Run. It had about 2,000 runners. That may not sound like a big responsibility, but to a 24-year-old kid, it was a big deal.

Janet Smith Meeks: [00:14:03] It was important, because it was my responsibility to make sure that we had every intersection covered with a guard, who was trained to know when to be there, what to do, when they can leave. I was barely known in the bank, but I had to start building relationships with people, getting to know them, being kind in my conversations with them, which, by the way, was the only way I knew how to be, but, then, asking them for their help.

Janet Smith Meeks: [00:14:32] We did that. We were able to successfully staff this race for several years without incident. The main thing, after the event was over, was taking time to celebrate, and to thank them, and to give those volunteers the credit for the great work they had done. Yes, I had organized it – Mr. Patterson knew that – but we wanted to give to the praise to the people who were on the front line, really making it matter.

Betty: [00:14:59] That’s one of the key things is giving the right people the right credit. A bad leader takes all the credit, when they really-

Janet Smith Meeks: [00:15:07] Always.

Betty: [00:15:08] -when you’re only as good as your team.

Janet Smith Meeks: [00:15:09] The bad leader takes the credit when things go well. When they don’t go well, they point the fingers at others.

Betty: [00:15:16] Right. You led a large hospital for almost a decade. Please share some examples of the employees who led without that title.

Janet Smith Meeks: [00:15:26] I think of two or three examples. First of all, let’s talk about environmental-services employees, where they all have exactly the same title; maybe they’re an Environmental Tech I. Even within a group of 10 or 20 housekeepers, leaders will emerge. They can emerge either as naysayers, who are going to want to take the group into a dark place, or they can emerge as positive forces that can help to unify the team, and provide value to the organization.

Janet Smith Meeks: [00:16:03] It happened every time, and thankfully, most of the leaders that we had, the informal leaders, wanted to help. What I see that they do is that if a manager needs some extra work to be done, a good leader without a title would raise his or her hand and say, “I want to do it.” A good leader without a title, if some negative information was being spread, would choose to take a positive stance, and to help his or her colleagues see the reality of what is being discussed; not to immediately go to a place of negativity.

Janet Smith Meeks: [00:16:44] Nurses … We have lots of front-line nurses, but it’s within the ranks of those nurses that the clinical manager, or the charge nurse will emerge. How we identify the next rising leader within nursing would be to see who, from our front-line nurses, has asked to have stretch assignments; has gone above and beyond the call of duty; has been a positive influence in conversations with his or her colleagues.

Janet Smith Meeks: [00:17:17] I think it’s really important for people without a title to really think of it this way: “I don’t have a title yet, but how I show up, and the work that I’m doing every day can actually position me well to have that title that I would want to have one of these days.”

Janet Smith Meeks: [00:17:38] Then, really, there’s a third category that I would like to mention, because I think all too often people miss out on the power of the individuals in these positions. Those are the executive assistants to the C-suite leaders. Although they might not have a title that has the word chief in it, like Chief Executive Officer, the Executive Assistants command a lot of control within organizations. They are the gatekeepers to the executives. They know what’s going on. I would say it’s always a wise thing to befriend the Executive Assistants within any organization. They’re very important people.

Betty: [00:18:21] Good advice. Great advice, in fact. Well, our last podcast, you shared some lessons of leadership that you learned outside of your workplace. Can you talk about any examples where leaders outside of that workplace, they didn’t have that fancy title, but they had a maximum impact?

Janet Smith Meeks: [00:18:38] I think of a couple of examples, Betty. One takes me all the way back to kindergarten, where one of the teachers, Mr. E.O. White, a very precious man, sat with me at the table. I was writing my “N”s backwards. Instead of telling me, “You’re doing that incorrectly,” he sat down with me, and guided my hand, and showed me how to write the “N” the right way.

Janet Smith Meeks: [00:19:09] That really struck me, and I have held on to that moment, that memory, forever, because it helped me to understand that instead of telling our employees what you’re doing wrong, it’s our responsibility to show them what they need to do to get it right.

Betty: [00:19:28] Very good.

Janet Smith Meeks: [00:19:29] That was really impactful at the age of four, or five. Then, probably not surprising to you, the other two individuals who, outside the workplace, have had the most impact on my life are my parents. I shared a bit last week about my father, and the stance that he took, and the courage that he displayed in the midst of the 1960s.

Janet Smith Meeks: [00:19:51] Another comment about my father: he was a very busy attorney, and would be all over the country representing his clients, but I don’t ever remember a single time when he missed one of my basketball games. That meant a lot to me. It showed me he cared, and it showed me how much, frankly, that he loved me. He was also the first person, after the game was over, who wanted to go home, and debrief every play of the game.

Betty: [00:20:18] Sure.

Janet Smith Meeks: [00:20:19] My mother, in a slightly different way. She never graduated college. She did attend college, but she was a bank teller, and she was very much a community volunteer. She was the president of the PTA. It was my mother, who role-modeled kindness, consideration, and thoughtfulness that has really helped to shape and form me into the person that I am today. I really think, at the end of the day, that although they don’t have titles, per se, as we would view them in the workplace, there probably is no more important title than mother, or father.

Betty: [00:20:57] Right. That influence is so needed in your life, as a child; as an adult child, it still is. In corporate America, of course, we always hear it’s better with  more, or with less. What can leaders do without a title to create more value to the organization, and also to grow professionally?

Janet Smith Meeks: [00:21:15] I think there’s a ton of potential for leaders without a title to grow professionally, and to add more value to the organizations. I mentioned earlier that they need to ask for stretch assignments. I don’t know why it is that we are so timid about volunteering to do something that we’ve never done before, other than the fear of failure.

Janet Smith Meeks: [00:21:39] I think in organizations where they view failures as learning opportunities, and I’ve heard it said, “If you’re gonna fail, fail fast, and then get up, and go again,” but to take on stretch assignments, and to do them well; then to make it clear to your supervisor that, “I really enjoyed this. I’m so glad you were pleased with the results. Please keep me in mind if you have other stretch assignments …”  That truly can pave the way for a potential promotion at some point in time.

Janet Smith Meeks: [00:22:10] Then, I think that being a positive force among your co-workers is always going to be extremely valuable, because it helps you to establish your personal brand. You want the leaders of the organization to see you as an optimistic positive can-do person, as opposed to potentially being categorized as a naysayer, or a complainer. Very, very important. I think it’s important that we realize the less time we spend complaining, the more time we have to add value to the organization.

Janet Smith Meeks: [00:22:44] Then, lastly, I think that, as a leader without a title, it’s really important for you to have the courage that if you see a concern, or a problem that, rather than grousing about it with your peers, with your colleagues, have the courage to go forward, and share that legitimate concern with your supervisor. I believe that when leaders are so open, and welcoming to hearing complaints, and viewing them as gifts, or opportunities to serve that we can have more transparency within organizations, and perform at a higher level.

Janet Smith Meeks: [00:23:23] I think it’s important for employees to understand that we, as leaders, can only fix what we know is broken. If we don’t know about a problem, then, to us, it may not exist. I think that having that courage to speak up is really important.

Janet Smith Meeks: [00:23:39] Then, I think that, in summary, you just need to prove your value to your organization by doing what you do in the best manner possible, every day. Then, look for opportunities to become empowered as your leaders trust you. Ask for more opportunity, and then that will give you the potential to be all that you were created to be, and hopefully, to have a promotion down the road.

Betty: [00:24:06] Well, Janet, it has been such a pleasure asking you questions, and just hearing your perspective on leadership, whether there’s a title or not. It’s why I think your book, “Gracious Leadership,” is having success. It’s no doubt that you’ve led like you’ve never led before, and you’ll continue to lead like you’ve never led before. It’s just who you are. We are grateful today for your time, and we would love to direct people to your website. What would that be?

Janet Smith Meeks: [00:24:33] The website is www.GraciousLeadershipbook.com. I do invite you to go to the website, scroll down to the bottom of any page, and sign up for the free Gracious Leader blog. By the way, I just learned that the book is now in 44 states across our nation-

Betty: [00:24:54] Very nice.

Janet Smith Meeks: [00:24:54] -so, it’s continuing to have a big impact, and, for that, I have been extraordinarily humbled.

Betty: [00:25:00] Well, we are glad that you had this passion, and you have lived it out, because we are in a time where we really need leadership; that’s for sure. Thank you, again, and have a great day everyone.

Inspiring Women, Episode 9: Leadership With a Title (An Interview with Janet Smith Meeks, Part 1)

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Inspiring Women PodCast with Betty Collins
Inspiring Women PodCast with Betty Collins
Inspiring Women, Episode 9: Leadership With a Title (An Interview with Janet Smith Meeks, Part 1)
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Janet Smith Meeks with Betty Collins, Host of “Inspiring Women”

Betty’s Show Notes

Everywhere today you see people are looking for great leadership. When you’re a leader, you can influence. You can change your world around you. You can impact people in your life and organizations. You can be part of success because of your leadership and influence. And you can use that title responsibly for yourself as well as for others.

Leadership, influence, AND the title are all one package deal.

One of the people who I love, I’ve heard speak, and read her book on leadership, is Janet Smith Meeks. She is so passionate about how we can lead. She wrote a book called Gracious Leadership. You should check it out. It’s really good. She lives it. She wants to change the world for the good. She’s a leader because she influences those around her.

And I’m am so thrilled to have interviewed her for this episode. This episode is part one of my two part interview with her.

Janet Smith Meeks, Healthcare Alignment Advisors

Janet Smith Meeks

Janet Smith Meeks has devoted nearly four decades of her professional life to the healthcare and financial services industries. As a C-suite executive and corporate director, she has vast experience in finance, strategy, operations, marketing, business development and leadership effectiveness.

Janet has served in executive roles for four nationally known healthcare systems, including Trinity Health (the second largest Catholic Healthcare system in the nation) and the prestigious Vanderbilt University Medical Center. Janet spent nine years as president of Mount Carmel St. Ann’s Hospital in Westerville, Ohio where she led the organization to peak performance through applying the key ingredients of Gracious Leadership.

As co-founder and CEO of Healthcare Alignment Advisors, Janet uses her experience to guide C-suite executives across multiple industries in strategies that are designed to optimize corporate performance within a positive work environment.

Janet is the author of Gracious Leadership: Lead Like You’ve Never Led Before.

“Inspiring Women” Podcast Series

“Inspiring Women” is THE podcast that advances women toward economic, social and political achievement. The show is hosted by Betty Collins, CPA, and presented by Brady Ware and Company. Brady Ware is committed to empowering women to go their distance in the workplace and at home. Past episodes of “Inspiring Women” can be found here.

Show Transcript

Betty : [00:00:00] Leadership, it takes more than a title. This podcast, along with a million other podcasts, is about leadership because it’s just a really hot topic. It’s something that is so needed everywhere. Leadership takes more than a title. Maybe you’re fortunate enough to have that title in your life …

Betty : [00:00:20] Everywhere today, you see people are looking for great leadership. It can be in your home, your business, nonprofits you volunteer for. It can be politically, for sure, schools, education, et cetera, et cetera. Just great leadership is needed. Great leadership, to me, it engages, and influences the followers to just develop, be better … It’s all positive. Again, you don’t have to have that title to be an effective leader, but that is for part two of this series.

Betty : [00:00:53] Are you a leader with a title? Maybe you’re striving to become that leader, and get the promotion, and the title, and all the perks/headaches that go with it. Maybe you’re frustrated, as a leader, and you’re just not getting that engagement. You’re just not influencing. Maybe you’re striving to get a promotion, and you continue to be overlooked. Maybe you’re also just looking for a good leader, someone that you can follow.

Betty : [00:01:19] I just want to take all of those scenarios, and I want to share you my insights today on leadership. I’ve led, and I’ve followed, and I’ve done both at the same time; we all have, but it’s more than that title, and that perk. When you’re a leader, you can influence. You can change your world around you. You can impact people in your life, and organizations. You can be part of success, because of your leadership, and influence, and you can use that title responsibly, for yourself, as well as others.

Betty : [00:01:49] Leadership, it gives you more than a title. It gives you a authority, it gives you that … You can lead organizations, and people. It’s guidance, it’s directions, it’s even control, which we, of course, all like. It’s about being intentional. It’s really about engagement. To me, at the end of the day, leadership is nothing more than influencing. It’s why you don’t have to have that title, but again, that’s for part two of this podcast.

Betty : [00:02:16] Think about who’s been an exceptional leader in your life – any part of it, any area of it, any age. Who led, and you followed? Who’s come into your mind right now, because I’m sure there’s people in your life that you’re thinking about? Who also was that leader with the title, who really had a negative impact, and you never want to be that person?

Betty : [00:02:40] I’ve been fortunate enough to have great leadership all around me, and I’ve experienced, I’ll call it, the dark side, as well. I’m going to start with those people we have in our lives that have influenced us, but they’re from afar, right? You’ve never met them.

Betty : [00:02:57] One of those influencers, for me, back in the young age, as I was getting out of college, was President Ronald Reagan. I never met him. We never had coffee. He never had me come to the White House. By the way, this is not a political podcast; I want you to know that … He influenced those around him, and you could see it.

Betty : [00:03:16] I recently watched a documentary of his first big meeting with international leaders. They knew his title. They knew what his job was, but they really didn’t have much to say to him. He wasn’t really respected that day. In fact, he remembers leaning over, looking at people going, “Hey, I’m Ron,” and they still just … There was no connection. There was no engagement. He certainly left there with no influence.

Betty : [00:03:42] The next time he met, the next time – again, they knew his job, and they knew his title – but it was different, because this time, he didn’t have to say who he was. He didn’t have to introduce himself. He was the focus. It was all completely different, because he had gained tremendous respect because of the success, and results he was having as the president, and it was just different,  and he was an influencer.

Betty : [00:04:10] Of course, we always like presidents, once they’re out of office, but, why did I like him? He was optimistic. He always used humor. He was respectful, but he was a driver of the agenda of the day. That agenda, for him, was conservatism, and it was the American people. He also had a lot of … He was a Conservative, but he was respected by many Liberals, and it was a very united country at that time, with a lot of success. I think of him today, and I still watch things about him … You just feel better.

Betty : [00:04:41] You all have those people in your life that you look, from a distance, and from afar, but really, what I want to focus on is who has been around me. Most of my career, of course, has been focused in business, as a CPA, and I had … I had one major job outside of accounting. I worked in food service. I was the Director of Food Service for a college campus.

Betty : [00:05:03] I worked for a man by the name of Austin Swallow. He influences me to this day. I haven’t seen him probably in 10 years. He influences me because his very core was what drove everything. That was his faith, and his ethics, and what he believed. There was never any compromise for that. He didn’t beat it on you. He didn’t shout it from the mountain top. He did none of those things. He just lived it, and you knew it was there. Family was more important to him because he always emphasized – those moments never come back.

Betty : [00:05:33] In business, we had a hard job feeding college kids food, where you had to make it for a thousand, so it was never real rewarding. When it was hard, you stayed the course. If you didn’t do your job, you owned it, and you always took whatever it is for that customer.

Betty : [00:05:46] He lost a big account, and he knew for a while that it was going to end, but he still led. He did his job, he fulfilled his obligation. He finished to the end with pride, and walked away that day, already knowing, for about 60 days, he had been fired. He never had any regrets about it. He let me fail. He did those type of things.

Betty : [00:06:07] I was in a company, where I was the only woman. There were about 30 people, totally, in the company. He made sure I developed, and had success, and I climbed the ladder there very quickly at a very young age. He valued his employees. He had a lot of loyalty because of it. He always talked to me about executive presence. He always would say, “If you want to be taken seriously, you gotta act accordingly.” Those four years of working with him, as a leader, watching him, influenced me in these last 30.

Betty : [00:06:35] I’ve also seen the dark side, but I don’t want to focus on that today. I really want to focus on the good side.  Which are you? Which do you want to be? Who is influencing you right now? Is it good? Is it positive? Who are you influencing right now? Is it good, and is it positive?

Betty : [00:06:53] Leadership, it starts with you. It absolutely starts with you. Here’s a great thing I came across. I don’t know where I found this, I just have it in my notes, and I’m not sure what I got it from, but it’s really good. “Great leaders talk about vision, and ideas. Average leaders talk about things, and small leaders talk about others.” Then, “Those who lead them talk with them, and they all join in, and they tell others.” Three very different … Great, average, and small.

Betty : [00:07:23] Take it a step further. What positive qualities of leadership do you appreciate? Are you doing that? In what ways are you a leader? Who has been the leader with the title that influenced you the most, and why? I would challenge you, after this podcast, or think about that, as you’re struggling through leading, or you’re struggling with a leader, or you want to be a better one.

Betty : [00:07:42] You got to think differently. Mindset, you’ve got to have that in all roles, and positions in your organization, or your family, or at the school board. It doesn’t matter. They’re all important, and they serve a reason. You have a mindset that thinks differently when you’re a good leader.

Betty : [00:07:58] True leaders do not create more followers. It’s kind of easier to have followers than it is to create more leaders. If you’re really good in your job, in your career, in your company, you will have it. You will have a legacy one day, because you created leaders to come behind you. If you’re fortunate enough to get at the top, then you have you have an obligation to send the elevator down. Not my statement, but it’s a good one.

Betty : [00:08:23] In the mindset of a leader, all things are possible. In the mindset of an expert, a few things are possible. I say those two sentences because, sometimes, your talents as an expert, or a technician, or a really good hair salon … You can make someone look really good. Doesn’t mean you can be a leader. Leaders, probably you’re not going to be the technical expert. In the mindset of a leader, you understand what you’re good at, and what others are good at.

Betty : [00:08:55] We all start out as an original, and a lot of times, we just become a copy. Instead of transforming, we settle for conforming, and nobody is inspired when you conform. Instead, they all become leaders that they don’t have. If you’re frustrated with what’s happening around you, it’s time for change on your part. If you think, and renew your mind, you will change the way you feel, and you will change your behavior.

Betty : [00:09:20] Here’s another thing about a great leader. They show up every day. They don’t look at the past, and say, “Look what I built.” They don’t look at the past, and go, “But I did this yesterday.” You’ve got to show up every day. The title, ‘What you did in the past as a leader,’ probably is not enough; it doesn’t sustain.

Betty : [00:09:37] Truly, if you’re not at the table, then your perspective is never going to be heard, so you’ve got to be there. Decisions are made by those who show up. You can come to the table, and you have to either eat, or you’re going to be on the menu. I want you to think about that. I’ll say it one more time, for those of you who’re slow: when you come to the table, you either eat, or you’re on the menu.

Betty : [00:09:58] Another thing you have to realize: leadership and influence is never a straight line. You’re going to go from all over, to all over, and back again. Three steps forward, and it’s two steps back, and upstairs … You’re going to do all those different ways. It’s like that famous guy, Forrest Gump. “Life is like a box of chocolates.” You never know what you’re going to be, and who you’re going to affect as a leader. You’re never going to know what the circumstance is. You’re never going to control all that. Showing up every day is really important, and going forward is never- is never easier, sometimes, and going bigger is never easier, most of the time, right?

Betty : [00:10:35] Ways that you can lead, and you can influence … You have the title. I would tell you to use it wisely. You’re lucky enough that you have it. You’ve got to leverage your super power, which is you. I leverage my uniqueness. I am not your average CPA type of a person. I’m more of a personal person. I’m more of a common sense … I am more of a layman terms, let’s get it on the table. I use that. Please do not misunderstand me. Do not let your uniqueness be an excuse for you to act inappropriately, or drive people crazy. Use it so that you can influence.

Betty : [00:11:16] Sometimes, you just got to … As a leader, if you’re going to really lead and influence, you’ve got to invest your time differently. Do you know that there are 1,440 minutes in a day, and there are 10,080 of them in a week? You got to look at your time as an absolute asset, not a liability. People do not email or call me after 5:00, because I don’t pick up, and I don’t answer, unless it’s really, really crucial. It’s very few and far between.

Betty : [00:11:43] I used to be in business with somebody, who had a building, where we had our practice there. He would get a little frustrated with me not being available after hours. I said, “Unless the building is burning down … Oh, wait, you own the building …” You’ve got to set that time. Your time is an asset.

Betty : [00:12:01] You’ve got to look at the way you lead, and influence. A lot of times, people don’t want to let go. Just because you work harder, and you work, and you work doesn’t mean you will lead, and influence. You’ll just be tired. Time is really important. You’ve got to cultivate some resilience within yourself, and within your people, but that’s an entire podcast I wish I had time for.

Betty : [00:12:25] Then, you’ve got to be creative. You’ve got to have some unscheduled time, when you lead, because sometimes, you just got to sit back. I do that on my motorcycle. I do that at the spa. I get those times where I truly, truly, truly step back. Again, leadership starts with you. It’s a mindset that you have to really, really cultivate, and you’ve got to show up every day.

Betty : [00:12:47] Most importantly, lead responsibly with your title, so that those results will influence, and you’ll have engagement that will fulfill your role as that leader. The success of who you are leading is counting on you to do that. I have about 150 people that count on me as a shareholder, and a leader in my company.

Betty : [00:13:08] Today, leadership, influence, and the title – they all come together. One of the people that I love, that I’ve heard talk about, and I’ve read her book on leadership is Janet Meeks. She is so passionate about how we can lead. She wrote a book called, “Gracious Leadership.” You should check it out. It’s really good. She lives it. She wants to change the world for the good. She’s a leader, because she influences those around her, and I’m going to interview her next, so stay tuned.

Betty : [00:13:39] Today, we’ve been talking about leadership with a title. Of course, the next podcast coming will be Leadership Without a Title. Either way you can lead, and it’s my privilege today to have someone who truly is an amazing leader.

Betty : [00:13:56] Janet Smith Meeks has devoted nearly four decades of her professional life to healthcare, and financial-services industries. She is an amazing executive, and a director, and she wrote a really, really great book, “Gracious Leadership: Lead Like You’ve Never Led Before.” I’ve read this book, and it really is just impactful, with such simple things. It’s amazing what the power of those simple things can create in leadership.

Betty: [00:14:24] I’m just so thrilled to have you here today, Janet. We’re going to just talk a little bit about leadership from your perspective. As you know the podcast, I talk about Ronald Reagan being one of my favorite leaders in my lifetime. I would like you to share your thoughts about Reagan, and any particular leadership attributes he possessed that you believe are more important for today’s leaders.

Janet Smith Meeks: [00:14:50] Thank you so much, Betty, for the opportunity to be with you today. It’s so ironic that Ronald Reagan is also one of my favorite leaders, over the course of time. I think Reagan was so impactful, and so memorable because he was known to be the Great Communicator. I believe that the people of America, especially at that time, and now, also, are clamoring for a glimpse of what optimistic leadership looks like.

Janet Smith Meeks: [00:15:21] Reagan frankly said that he was not necessarily a great communicator, but he had the opportunity to communicate great things. In fact, in his campaign for presidency in 1980, there were five simple words that he called his platform – family, work, neighborhoods, freedom, and peace. He was just such an optimistic person that people wanted to follow him. They wanted to hear what he had to say.

Janet Smith Meeks: [00:15:54] I’ll share one funny story about Reagan. In 1981, when he was shot, he tried to walk into the hospital, and his feet buckled, as he was unable to take himself into the facility. He was aided by being put on a gurney, and then was taken into surgery. Quoting Churchill, Reagan said that, “There’s nothing so exhilarated as to be shot at without effect.”

Janet Smith Meeks: [00:16:21] Then, to his wife, he said, “Honey, I’m so sorry. I forgot to duck.” To the doctors, he said, “I just hope you’re Republicans,” to which one of the doctors replied, “Today, Mr. President, we’re all Republicans,” which I think spoke to the unity that this man with his optimism, and his wonderful ability to use humor made him someone that we all wanted to follow.

Betty: [00:16:46] Absolutely. Those are reasons, too, I really respected him, and looked up to him. Even when you talk in your book – it’s titled “Gracious Leadership” – that does not mean you’re nice all the time, and roll over. Reagan could be as tough as he could be as loving, and led. It all mixes together, but he had those skills, for sure.

Janet Smith Meeks: [00:17:08] You’re right, Betty, and I think sometimes people will believe that you have to be a tough leader, or you’re a kind, soft leader, but just as you said, you can be both. You can be tough, and kind; you can be compassionate, and require accountability, and in so doing, you show respect.

Betty: [00:17:24] Right. Sometimes, we learn a lot about leadership outside of our workplace. We only think leadership is in the workplace. Would you share an individual who impacted your leadership convictions, and some lessons that you learned from that person?

Janet Smith Meeks: [00:17:42] Two people come to my mind. One would be my high school basketball coach. Listen, if this coach said, “Jump off the bridge,” I would have said, “Yes, sir, what side?” He encouraged us, and expected us to be our very best. As well as we may have played, he always wanted more. It’s probably not a surprise that, our senior year, we went 24-0 before we ever lost a game.

Janet Smith Meeks: [00:18:07] What I learned from him is that you can encourage people to give their best without screaming at them. He taught us the importance of having a game plan, so that we all were united to work on behalf of the greater good. He all taught us the importance of continuous self-improvement, as we would shoot that one hundredth free shot of the day, perhaps, or run those terribly tiring drills, where we’d have to run the lines of the basketball court.

Janet Smith Meeks: [00:18:37] The other person who comes to my mind is my father. I talk about this quite a bit in “Gracious Leadership,” but my dad was a unique individual; an attorney who, in the 1960s, in the heart of Mississippi, found it to be his calling to advocate for equal rights for all people. He actually was the attorney who told the local school board that the schools had to be integrated, when the federal mandate was issued.

Janet Smith Meeks: [00:19:09] My dad actually was one of a couple of people who escorted the first black child, African-American, Debra Lewis safely to her desk at Carthage Elementary School. He found himself to have become an enemy target of the KKK. They threatened his life. They threatened the lives of my brother, my mother, and myself, and he had to meet regularly with the FBI.

Janet Smith Meeks: [00:19:32] Here’s the most important lesson he taught my brother, and me, two lessons. First of all, every person, regardless of how they are different from us, every person is supposed to be respected. Secondly, he taught us that you always, as a leader, do what is right, even and especially when it’s not popular, and regardless of the cost. I will forever be grateful for those important lessons of leadership that I learned both from my dad, and from my coach.

Betty: [00:20:03] Thank you so much for sharing such a personal story about your father. That was just- that was just great. Why don’t you share with us a little about the most impactful leader from within the workplace, and the lessons that you learned from that individual?

Janet Smith Meeks: [00:20:22] Betty, my favorite professional mentor ever is a gentleman whose name is Aubrey Patterson. He retired several years ago, as the chairman of the board, and the chief executive officer of BancorpSouth, a financial conglomerate that transcends eight states in the southeastern part of our nation.

Janet Smith Meeks: [00:20:39] I was a management trainee; green management trainee, right after having finished my MBA program at Ole Miss, and had the good fortune of being assigned to work for Mr. Patterson. From the very beginning, he put me in situations where clearly I had never been before.

Janet Smith Meeks: [00:20:58] He taught me how to become comfortable being uncomfortable. He gave me stretch assignments. He gave me a little guidance, and then he gave me free rein to go figure it out. Then, I would bring back the work product to him; he could give me some hints about how to improve it, always in a kind spirit. Then, he would assign me the next big stretch assignment.

Janet Smith Meeks: [00:21:22] It was really a continuous learning journey, and it’s one that really helped to mold, and shape my leadership philosophies, because I made it my practice to identify high-potential employees, and to give them stretch assignments, so they could start building more and more confidence, as they broadened their skill sets.

Janet Smith Meeks: [00:21:42] The other thing about Mr. Patterson … This man is absolutely brilliant; so highly well-regarded. He’s won so many incredible awards, including having served as the chairman of the American Bankers Association, several years ago.

Janet Smith Meeks: [00:21:57] He was so compassionate. He was the first one from our bank to show up at the hospital, when I was experiencing a significant health concern related to my first baby. After I left the bank, and went to work for the medical center, Mr. Patterson was the first one always to congratulate me on the birth of my second, and third babies. To have a brilliant business man, who is so, savvy, so effective, so results-oriented, but who also has a kind heart, and he’s not afraid to share that heart by showing his employees how much he cares about them, that stuck with me.

Betty: [00:22:46] Hopefully, Janet, we all have a Mr. Patterson in our career at some point, and take it a step further. We, then, will make sure that we are that Mr. Patterson to someone; make sure that it goes on, because that’s the leadership that people need, in leadership, that they need to see demonstrated in front of them.

Janet Smith Meeks: [00:23:04] You know, Betty, one other comment I have to tell you. When I was writing “Gracious Leadership,” and clearly Mr. Patterson is one of the four professional mentors whom I highlight within the book, it gave me such great joy to reach out to him, and to tell him what his leadership had meant to me, and that I wanted to showcase that leadership within this book that aspiring leaders would be reading, hopefully, for generations to come; to help him see the incredible ripple effect that his leadership has had, and will have for generations to follow.

Betty: [00:23:41] Wonderful. Now, we’ve talked about the good side, so we probably need to talk about the bad, or the dark side, as I call it. There are those leaders out there that probably shouldn’t be leaders, or they’re influencers, and probably are influencing in a negative way.

Betty: [00:23:57] Can you tell us a little bit about that person, or that leader in your life; somebody that just really had an impact, negatively, but probably you used it for the better of what you’re not going to be, right? If you can talk about that?

Janet Smith Meeks: [00:24:13] You’re right, Betty. We certainly learn how to lead from those positive mentors, and we learn how not to lead from those who don’t quite reach the bar. Betty, two people come to my mind. Interestingly, both of them possess the same leadership liability. Each of them was a bully.

Janet Smith Meeks: [00:24:33] I had been recruited to a particular organization, and, of course, during the interview process, everything’s beautiful, all is cool. This is a little piece of heaven. Not so much, once I arrived on the job, and realized that, although this was not an individual to whom I reported directly, I had a close working relationship with the individual.

Janet Smith Meeks: [00:24:58] That person reigned with fear, and terror. It was so pervasive that employees, and leaders throughout the organization literally would fly under the radar for fear that they might get their heads “lopped off.” That was not a culture where I felt at home. To be candid with you, I jokingly tell people I stayed there two years, three months, four days, two hours, and 22 minutes. In other words, it was not a place where I felt that I was going to be able to be all that I was created to be, so I made a conscious decision to leave, when another opportunity presented.

Janet Smith Meeks: [00:25:42] Now, the other example was an individual to whom I reported. This person came into the organization, and was a bully from day one. It was always a little bit scary when I would look at the phone in my office, and see the individual’s cellphone number pop up. I never knew if it was going to be a pleasant conversation, or one that was not so much.

Janet Smith Meeks: [00:26:08] I began to study this individual, and to try to determine what was it that caused the person to have an eruption. There was one time that there was a very unpleasant conversation, and I thought to myself, “I don’t have to put up with this. I’ll leave.” Then, frankly, I did some more reflection and decided I love what I do. I love the people with whom I work. I feel I’m called to serve in this organization. I’ve got to figure out how to work with this person.

Janet Smith Meeks: [00:26:43] I did study the individual’s habits, and what I’ve figured out is that if anyone ever was tentative in how they replied to this individual’s questions during presentations, that’s when the individual was like a shark going in for the strike.  The lesson I took away from that is that, although I always prided myself on being very well-prepared, I needed to double down, and be more prepared than I had ever been.

Janet Smith Meeks: [00:27:12] Furthermore, I needed to try to anticipate the questions the person might ask me, and then answer those questions before the individual had a chance to pose them. Then, when the individual would push back on me, I was armed with facts, and could respectfully push back, which gave the individual boundaries. Thankfully over the course of time, this person changed, at least in the relationship with me, changed from being a bully to actually being an advocate, and a cheerleader for the work that I was doing.

Betty: [00:27:44] Interesting two choices. You chose to leave, because sometimes, that’s what you do. It’s not worth it. Then, secondly, you chose to stay because it mattered. That’s great. We’re going to end today with just one quick, quick thing. “Gracious Leadership” is your book; wonderful book, I’ve read it. Why the word  ‘gracious?’

Janet Smith Meeks: [00:28:03] When I had retired from my full-time role as president of St. Anne’s Hospital in the summer of 2015, I became very contemplative about different leadership lessons I had learned throughout my life – either from my parents, from my mentors, or from my own professional journey. From time to time, I would jot down my thoughts about each of those particular leadership attributes.

Janet Smith Meeks: [00:28:25] Then, in early 2016, I was asked by [00:28:29] Weld [00:28:30] and by the Ross Leadership Institute if I would make a presentation on a leadership topic of my choice. I pulled out my file; I spread out that list of leadership attributes, which, by that time, had grown to around a dozen. Honestly, as I looked at the words on those pieces of paper, the word ‘gracious’ came to my mind.

Janet Smith Meeks: [00:28:51] I know that sometimes people may think “Gracious Leadership” sounds like it’s soft stuff. There’s a whole chapter in the book dedicated to refute that proposition. You can be kind, and respectful, and take your team to peak performance.

Janet Smith Meeks: [00:29:08] Let me give you an example. One of the kindest things a leader may ever do is to tell an employee who is not a good fit in the organization that it’s better for them to leave, and to share that information with them in a kind way, so that they will not have ill feelings towards you, but they will understand that, frankly, you’re watching out for the best interests of the organization, and for them.

Janet Smith Meeks: [00:29:30] Gracious was a word that I thought was appropriate, also, given the state of affairs throughout our country in 2016-17-18, and even now. We know that 30 percent of leaders are toxic, and that a recent Gallup survey has shown that,  around the world, we lose $7 trillion per year in lost productivity attributed to employee disengagement. Most of the time, that comes from having had a bad boss.

Betty: [00:30:04] Well, I cannot thank you enough for taking time today to be here. I would challenge anyone who is listening today buy the book, “Gracious Leadership.” Also, you can find Janet; she has a website. Can you give us your information on that?

Janet Smith Meeks: [00:30:18] It’s www.graciousleadershipbook.com, and by all means, visit the website, and scroll down to the bottom of any page, and join in the free leadership blog. The Gracious Leadership blog that I send out about once a month.

Betty: [00:30:37] It’s excellent. Again, thank you. Leader with the title, leader without a title – either way you can lead.

Inspiring Women, Episode 5: The Journey Or The Destination

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Inspiring Women PodCast with Betty Collins
Inspiring Women PodCast with Betty Collins
Inspiring Women, Episode 5: The Journey Or The Destination
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Episode 5: The Journey or the Destination?

A lot of people don’t realize that the most important part of the destination is the journey you take to get there. All our lives, we’re thinking about the next “thing,” the next destination. We easily lose sight of the journey with all of life’s distractions, but we live the journey day-to-day, and we need to enjoy those moments as they come.

In this episode of “Inspiring Women,” I speak with Elise Mitchell, the author of Leading Through the Turn, a fresh take on leadership that offers simple yet impactful takeaways. It’s an “all in the trenches” handbook from a leader who has found far more success in her journey than her destination.

Elise Mitchell, Author of Leading Through the Turn

Elise Mitchell

Elise’s experience encompasses both entrepreneurial and corporate life. She is the founder of three companies — two in leadership development, one in public relations. Most notably, she is founder and chairman of Mitchell Communications Group, one of the top 10 fastest-growing public relations firms globally and a two-time Inc. 500/5000 fastest growing company.

The firm has twice been named Agency of the Year by PR Week and The Holmes Report. Clients include Walmart, Procter & Gamble, Marriott, Mondelez and other well-known brands.

Under her leadership, the agency grew more than 500% in five years. At the end of 2012, Elise sold her firm to Dentsu, Inc., the world’s largest ad agency, based in Tokyo, Japan. She led the successful integration of her firm over a five-year period in a newly established global parent company, Dentsu Aegis Network.

Elise serves as CEO of the Dentsu Aegis Public Relations Network, leading M&A efforts and collaborating with colleagues in nine countries to leverage growth opportunities and position the collective internationally.

Today she also advises clients through her own leadership and business consultancy.

“Inspiring Women” Podcast Series

“Inspiring Women” is THE podcast that advances women toward economic, social and political achievement. The show is hosted by Betty Collins, CPA, and presented by Brady Ware and Company. Brady Ware is committed to empowering women to go their distance in the workplace and at home. Past episodes of “Inspiring Women” can be found here.

Show Transcript

Betty: [00:00:00] The journey or the destination. What’s your choice?

Betty: [00:00:05] Some people really, most people actually, look at here’s my destination. Here’s my goal. Here’s where I want to be. Very few people realize that the most important part of the destination is the journey you take to get there. So I want to talk about that today.

Betty: [00:00:21] You know all our lives we’re thinking about the next thing. We’re thinking about the next destination. Whether it’s “Hey, I can’t wait to drive.” “If only I can graduate.” “I’ve got to go to college.” “I want to get my MBA.” “I probably want to get married or have a significant relationship and yeah kids let’s get the kid thing going.” And then before you know you’re raising them and you’re ready for grandkids. And by all our lives we’re talking about retirement. Well is it the destination or is it the journey? Which one’s more important.

Betty: [00:00:55] Most of us would say “Oh the journey you know yeah the journey.” But in reality, our actions say the destination.

Betty: [00:01:03] Examples of easily where we lose sight about it. Biggest one probably feel relate to most losing weight. Again, but losing weight. Right. But if health becomes a lifestyle. And your diets are now over it’s probably because you realized there’s a journey and it’s every day when it comes to weight and health and making good decisions. You know I look at weight. I’m all over the place. I love to eat. I like fine dining. I like all that. But when I go with one meal at a time instead of I can only have 1200 calories today I do better.

Betty: [00:01:40] I enjoy the cooking piece a lot more when I’m just enjoying the journey. If it’s about dinner, that’s the destination right? But the journey of learning to cook and spices and fresh, all those things can be fun. When I focus on just fruits and vegetables are my side versus what I can eat. Those are things that just start happening and become a part of your life every day.

Betty: [00:02:07] We exercise, right? We’re either really extreme or we’re gonna go to the gym every day and because we’ve got to get to this destination of “I want to lose all this weight so I’m done.” Instead of you know run a 5K, learn how to run, learn how to build that up. It really is about the quiet time. It’s the music on the headsets. It’s being outside. It’s the progress that you make. And then you finally get to have the race. So it’s not about the race. It’s about leading up to the race.

Betty: [00:02:36] Here’s one we all understand. Holidays. It’s all about the big Christmas morning. It’s about the right gift, receiving and giving, when you could just say I am going to enjoy the Advent season. So advent calendars and a small simple reminders every day of Christmas. The Nutcracker. When’s the last time you enjoyed that? And the Rockettes. Netflix now makes it really easy to enjoy Christmas music all through the season. It’s all categorized, it’s all easy instead of waiting for that TV DVR thing.

Betty: [00:03:08] You can even go out to fine dining in the midst of the craziness. Dress up and enjoy a night out because it’s all part of the Advent season. Lights and decorations, red or green, gold or silver, blue tinsel, purple. Choose it all but enjoy it. The whole six weeks.

Betty: [00:03:29] And Christmas cards. You know it’s not about how many you get in the mail. It’s really you get to have a time where you’re writing a personal note to someone. That’s enjoying the journey.

Betty: [00:03:40] Cookie bake. My daughter and I started a cookie bake in fifth grade because I always had cookie bakes with my mom. I have the recipes from my grandmother. Who gave them to my mother who gave them to me and I started this process with my daughter in fifth grade. Sugar cookies only, decorating, two hours with their friends, I was done. She’s now 26 and we’re going to be doing cookie bake with her college friends, who probably are her lifetime friends. That’s enjoying the journey.

Betty: [00:04:06] It’s not about the big gift. It’s not about eating the cookie. It’s the process of generations of recipes. It’s the process of spending time and yeah your kitchen’s a mess for about five, eight hours and you’re exhausted but what a journey.

Betty: [00:04:23] And then of course Christmas Eve and Christmas day come and there’s not a big let down when you kind of just start enjoying it all along. And if the big gift didn’t work out you kind of missed the moment you thought was everything it was, right? The destination.

Betty: [00:04:37] Or hey it’s a new year. We set real unrealistic goals because we’re going to plan, we’re going to achieve things, and then it results in failure. So change that and look at what it was my journey going to look like in ’19 or ’20 or ’21 whatever it is.

Betty: [00:04:52] Here’s what I’ve done really well with the journey and I learned this the hard way through divorce. When I went through divorce my attorney was great but the destination was to be divorced. But I will tell you a counselor said to me if you continue to do all the good things the right things and the things that are normal and everyday stuff, you’re probably gonna end up in the same place. So I would change how you live day to day so you have different results.

Betty: [00:05:20] So I started taking that to heart. So my kids, I’m a single mom after the divorce, and it’s school time. You know how mornings are. But we always had breakfast once a week at Bob Evans. Part of the journey. Not getting to school, not just getting through the day, not just getting them out the door. It was just let’s go have some breakfast.

Betty: [00:05:37] Family traditions. I learned this from my parents really well. I still have all those traditions but I also buy new traditions with my kids. And it’s not about the holiday or it’s not about the event it’s about we do this every year and we add to it. We take away from when it works.

Betty: [00:05:55] I look at the Women’s Initiative at Brady Ware. I try to focus right now on what women are doing right now today. We’ve had women that have gotten involved with Habitat Humanity For Single Moms, raised all kinds of money. We’ve had women that raised money when Puerto Rico really went through two hurricanes back to back. And that woman today is going back to Puerto Rico to talk on a panel about women because we helped a school for girls during a really tough time. That’s the journey. It’s not what is the Women’s Initiative going to accomplish? What is it that we want to get out of it? Where are we today? I enjoy more watching the women of Brady Ware evolve.

Betty: [00:06:39] Another great example, and it was all really not intentional by any means, but when I merged into Brady Ware, it was about a 14 month courtship of negotiations and coming together and how are we going to take two businesses and make them one. I focused a lot on “I’m going to get to the big company.” “I’m going to get to the opportunity where there’s more.” “I’m going to have this new day with a new twist.” And what I didn’t realize was how much tough work it would be when I hit the destination, right? I got there, but I had arrived. So now what. And I will tell you once I figured out that I had arrived I learned that I had a whole new day and I wasn’t ready.

Betty: [00:07:17] But my growth and my opportunity and my success over these past six years have been two fold in comparison to the first 24 years of my career. The difference is that I finally realized I made it to the destination, but I wasn’t prepared to be there. So I had to really look at what is now the newest destination and I was going to make sure that I took the journey so I could get there successfully.

Betty: [00:07:41] Now what? And what would be the next destination? No idea. So I decided instead I was going to enjoy my moment. I remember the first day at Brady Ware when I was downtown and I had this beautiful office looking over The Scioto Mile, and the Capital and I had all my same computers and I had all my same staff and I had all my same clients and yet. I’ve arrived at this destination and I had no idea what to do. It was an “aha!” moment.

Betty: [00:08:11] So I did the one thing I always know what to do and that’s go have lunch. And I called my husband I said I’m completely lost and he said no you’ve arrived. It’s time to enjoy the moment and go to the next step. Go to the next destination but enjoy a little bit more and be ready. So I took that to heart and I did that.

Betty: [00:08:31] Instead I focused on building relationships within Brady Ware and outside of Brady Ware. I decided I was gonna improve my skill sets. I wasn’t going to go get a bunch of clients, I was going to go get a bunch of stuff. It was knowing an improved skill sets.

Betty: [00:08:46] I’m also going to be part of central Ohio. Here I am downtown in the heart of Columbus and I don’t even know a thing about it. I lived here my entire life.

Betty: [00:08:55] Please do not misunderstand me. You have to set goals. You have to have a plan. You do have to have that. But don’t let the destination consume you.

Betty: [00:09:04] Example. I always want more clients. We all do right? It generates revenue at the end of the day. So I turn my focus on the small business owner. I turn my focus on helping women who own their businesses. Because they struggled different than men who own their businesses.

Betty: [00:09:23] I joined an amazing group called NAWBO, the Columbus chapter, the National Association of Women Business Owners. I decided I was going to support an organization the one I chose was the Women’s Small Business Accelerator, the WSBA. Developing skills that were not related to accounting, changing my focus on who I was working with and in what they needed. Becoming part of organizations that support me and help me and help others all the sudden began changing me professionally. And before I know it, I was at another destination in another milestone. I enjoyed that journey and all of the outcome. And guess what. At the end of the day, I got more clients and I met my revenue goals. It just was done with a different mindset because it was focused on the journey and going along instead of the end result which was getting the client and that revenue.

Betty: [00:10:20] So the goal was met, right? I can look back and see the journey and the growth. There’s a lot of outcomes that come with focusing on the journey and not the destination. First is you don’t forfeit all the life lessons and experiences if you miss the journey. If you go through the journey you’re going to learn those lessons.

Betty: [00:10:42] You’re also trying to acquire different skills. And you’re going to achieve and maybe even refine who you are. We all need that.

Betty: [00:10:51] You’re going to make necessary changes along the way so that you don’t have regrets when you get to the destination, right? You’re going to work on things as you’re seeing them.

Betty: [00:11:01] You probably are going to learn to preserve, enhance your personal self, who you are. Keep redefining that.

Betty: [00:11:09] And you’re going to shape your character. Those are the outcomes of the journey and not just the destination. And someday you’re going to call upon all those outcomes and use them at the appropriate times. I know as I look back with my whole career and especially the last several years when I really developed and had some really really cool journey time. I’m now ready for the destination, when I got there. Unlike when I came here six years ago.

Betty: [00:11:38] If you’re fortunate you’ll be ready for the next part of your journey, that will lead you to the next destination and that’s really where I am right now.

Betty: [00:11:46] Reaching your destination. It’s just a moment in time. But travelling towards your destination is an every day thing, and you don’t want to miss it. Change your mindset. The journey or the destination. And I’m going to challenge you today. Let the journey become your focal point. It’s far more rewarding than the destination. One thing you could do is certainly read a book, Leading Through The Turn by Elise Mitchell. She’s a great woman and she’s a great read.

Betty: [00:12:17] So I’m going to challenge you today with a couple of questions and some things that hopefully will provoke some thought. What destination are you thinking about right now? You may not be thinking about any of them. Maybe you need a vision or a goal something that you can work towards. But mostly I want you to think about what is the journey going to look like. What’s it going to feel like. That’s the real question. So today hopefully I’ve made you come to some conclusions about the journeys more important than the destination. And hopefully today you’ll change your mindset and have much more fulfillment getting there. Take it to heart and start being intentional about the moment. The day to day. That journey along the way to your destination.

LEADER DIALOGUE: Lessons Learned from Leading Private/Public Partnerships – Deep Dive

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Gwinnett Studio
Gwinnett Studio
LEADER DIALOGUE: Lessons Learned from Leading Private/Public Partnerships - Deep Dive
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This week’s episode is a “deep dive” conversation featuring Sherry Farrugia, who manages the multi-million dollar pediatric research portfolio and the public-private partnership between Georgia Tech and Children’s Healthcare of Atlanta.

Sherry Farrugia/Childrens’s Healthcare of Atlanta Pediatric Technology Center at GT

Sherry Farrugia is the COO and CSO for the Children’s Healthcare of Atlanta Pediatric Technology Center at GT and the Director for the Children’s Healthcare of Atlanta. In this dual role she works to build and sustain public-private partnerships in pediatrics and health IT, and manages the partnership’s multi-million dollar research portfolio. She provides executive level leadership for business and operational functions and works to improve the overall execution of key business initiatives to improve efficiency, effectiveness and reduce administrative costs.

This includes providing insight into the innovations, new technologies, and start ups developed as a result of the partnership. Prior to this position Ms. Farrugia was the Managing Director of Health IT at Georgia Tech.

Sherry has over 25 years’ experience in the health information technology (IT) field, consulting with numerous industry partners, and many state agencies including the State of Georgia in the areas of care management systems, health information exchange, and enterprise data governance. She is very active in the Atlanta community serving on multiple health and pediatric related boards.

About SOAR Vision Group

The SOAR Vision Group mission is to: Align People with Purpose to Achieve Exceptional Results. SOAR provides best practice strategy execution, business process optimization services, and a structured organizational development approach for organizations to effectively implement the Baldrige Performance Excellence framework. For more information, contact SOAR Vision Group at (888) 294-3303 or visit soarvisiongroup.com.

About the Baldrige Foundation

The mission of the Baldrige Foundation is to ensure the long-term financial growth and viability of the Baldrige Performance Excellence Program, and to support organizational performance excellence in the United States and throughout the world. The Malcolm Baldrige National Quality Award is presented annually by the United States President to organizations that demonstrate quality and performance excellence. For more information, contact the Baldrige Foundation at (202) 559-9195 or visit baldrigefoundation.org.

MARKETING MATTERS WITH RYAN SAUERS: Dr. Ross Russell with Russell Orthodontics

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Gwinnett Studio
Gwinnett Studio
MARKETING MATTERS WITH RYAN SAUERS: Dr. Ross Russell with Russell Orthodontics
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Dr. Ross Russell and Ryan Sauers

Dr. Ross Russell/Russell Orthodontics

Dr. Ross Russell and his staff at Russell Orthodontics are proud to provide their community with personalized orthodontic care. They offer Invisalign, traditional metal and ceramic braces, and many other modern orthodontic treatment options. Getting to know each and every one of their patients is a priority. Russell Orthodontics combines understanding of the patient’s individual needs and lifestyle with orthodontic expertise to provide an exceptional experience and lasting results. Contact Russell Orthodontics today to schedule a complimentary consultation and meet their team.

Ryan Sauers/President of Sauers Consulting Strategies

Ryan T. Sauers has spent over 25 years leading and/or consulting with marketing, media, and related companies. He is also owner of two Our Town Gwinnett monthly magazines. Sauers is a frequent national speaker and global columnist. He serves as an adjunct university professor teaching leadership courses. Ryan is a Certified Myers Briggs, DiSC, and Emotional Intelligence practitioner. Ryan is working on his Doctoral degree in Leadership. He is author of the best-selling books Everyone is in Sales and Would You Buy from You?

Show Overview

Marketing Matters is a radio show discussing topics as they relate to marketing, communications, sales, leadership and more. Host Ryan Sauers, a best-selling author and national speaker, discusses how these topics play a role in every aspect of our lives. Each episode shares tangible nuggets of information that listeners can easily understand and apply to their everyday life, whether personal or business. The show challenges listeners’ current state of thinking so they can grow to new heights and see new opportunities in business, which is rapidly changing, multi-generational. and noisy in nature.

Inspiring Women, Episode 1: Are Your “Nevers” Your Opportunities?

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Inspiring Women PodCast with Betty Collins
Inspiring Women PodCast with Betty Collins
Inspiring Women, Episode 1: Are Your "Nevers" Your Opportunities?
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Betty’s Show Notes

The “nevers” became my opportunities once I chose to consider them. Why do we say “never” first?

1) Youth and inexperience
2) Lack of confidence
3) Easy is easier
4) No guidance
5) Fear is paralyzing

My “nevers” included:
Never going to use my accounting degree.
Never going to be a CPA.
Never going to be the employer, content with being an employee.
Never going to merge.

My “never” became “Maybe, OK, Probably” and finally “Yes” due to influencers and facing my challenges.

What are your challenges?
Do you value who you are – no one will ever value you as much as YOU
Are you leveraging your uniqueness?
Are you paralyzed by fear?
When and how you do say NO – that is not a never!

“Nevers” just may be your opportunities.
Be more aware of the people in your life. Ask more questions versus acceptance.  No one will value you more than you. Paralyzed by fear, you will miss your moment.  Leverage your uniqueness, it is your journey.

“Inspiring Women” Podcast Series

“Inspiring Women” is THE podcast that advances women toward economic, social and political achievement. The show is hosted by Betty Collins, CPA, and presented by Brady Ware and Company. Brady Ware is committed to empowering women to go their distance in the workplace and at home. Past episodes of “Inspiring Women” can be found here.

Show Transcript

Betty Collins: [00:00:06] So here I am 30 years later and I’m a shareholder and a director of a CPA firm. We’re regional with about 20 owners. We hover in that area. Probably 150 plus employees. I’ve been elected to the board of directors in my company by my peers. And then a year ago I was appointed to be lead of one of our offices. So we have four of those people in our office. But the fun thing probably the energy that fuels me to do what I do is I get to direct a Women’s Initiative. 60 percent of our employees are women in Brady Ware.

Betty Collins: [00:00:56] And so it’s not about entitlement, it’s about empowerment. So that’s why I get a lot of energy from that. I love what I do every day. Probably what makes the “Why” for me is I’m a business owner advising business owners. I wish I would have had that a long time ago in my own life as a small business owner. So it’s really my passion because I believe that the marketplace is huge and the business community plays a role in making sure that employers have employees who are families and households. And so I get to do that every day. And then I get to give back. I support a really great organization, the WSBA, which is about women in business. Small, accelerating, moving along. And then I’m the president elect for NAWBO, which is the National Association of Women Business Owners. And the Columbus chapter is the largest in the country. So that’s 30 years later. So I go “Wow, how did I get here? Why am I here?”.

Betty Collins: [00:02:04] And here’s my story. And really it comes down to all the “Nevers.” Everything I said never to really became my opportunity. And if it would have not been open after I said “Never” I would have never been where I am right now. So what I want to do is is kind of go back 30 years ago and talk about the process of those “Nevers.”

Betty Collins: [00:02:30] You know I’m a practical thinker. My world is really small which a lot of us live in. But the greatest thing along the way was others saw in me what I didn’t see. And that’s a good thing. And it’s a bad thing. But I’ll talk about that later. But generally I would start a sentence “I would never do that.” Now any time I say never I go “I shouldn’t be saying never. What am I missing?”

Betty Collins: [00:02:56] My “Nevers” were this. I was never going to be an accountant. Even though I had a college degree to do that. I was never going to get a CPA. It was “Who cares about that? Right?” I don’t want to take a test and go through all that agony. Let alone own a CPA firm or stay in public accounting or now go to a big company merge into a company. Every one of those things I said no to. Never an accountant. Never a CPA. Never an owner. And never going to merge. And those four things were the catalyst to all my opportunities.

Betty Collins: [00:03:34] So “Never” going to use my accounting degree. I chose accounting because I had to choose a major. It was not a passion. It was a good way to get a job, right?! Fortunately, I did find that when I was 50 that accounting can be passionate and I can be passionate about what I’m doing. I definitely see that in my two kids who at 20 chose college majors because it’s what they wanted to do in life. I didn’t do that till 50. So I took the first job, of course, that’s offered to me. Now I have a job and I have that paycheck every two weeks. And it took me to an upstate New York town called Rochester. And I loved it. Except I was a Buckeye at heart and want to be back in Ohio. So I came back. And how I came back was, my neighbor of my parents owned a CPA firm and said I can give you a job tomorrow. But I go I don’t want to be an accountant. But I need a job to get back to Ohio. So my second choice was that I would come and be an accountant. But I said I’m only staying for a while. This is not what I want to do. So no passion, no dream, everything was logical. Those types of things.

Betty Collins: [00:04:40] So I came back, started working there and I actually kind of liked it. But I was “Never” going to be a CPA. He challenged me over and over to do and I didn’t want to do it. And then he moved on and another owner came into play. And he said, “You act like an owner, why wouldn’t you be one?” I said, “Well, I don’t want to be a CPA.” I didn’t really want to be an accountant. I’m “never” going to be a CPA because I “never” want to own the company. And so he made me a great offer and said, “You act like an owner. I’ll make you one immediately if you just get your CPA.” How do you turn that down? Because most people had to have clients and build rapport. I didn’t have to do that. So I said okay fine, I’m going to be an accountant for a little bit longer and I’ll go get my CPA and maybe become an owner. And so in 2009, I became that owner. And for 10 years we built an amazing business. I was content. It was a good thing.

Betty Collins: [00:05:38] Well then people started calling saying “Hey, would you like to merge?” Of course I “never” going to merge. I’ve got a nice little gig. I know my next 10 years. I live in a small world. Remember I’m a logical person. And so I said this is what I’m going to do. I don’t want to merge. So my partner at that time said I think you need to meet Brian Carr of Brady Ware. I said bring him on. I will be glad to meet him. I’ll see what he’s like. And we immediately had this synergy.

Betty Collins: [00:06:08] And so I said I guess I could merge. I mean, if I can be a CPA and I can own a business, I guess I can merge. And so that’s what I did. So it was those “Nevers” that was like “Wow.” But I didn’t want the pressure of making payroll. I just wanted to be paid. I didn’t want to take risks. That isn’t comfortable for me. And I wanted to work for clients not find clients. That’s two very different things. So all of this went against my little small world. All of this went against the things I didn’t think I wanted to do. But yet I started this podcast with “This is what I’m doing today.” So I’m certainly glad that I now can look back and think if I would have said never and stuck with that I would not have this opportunity that I have right now.

[00:06:58] So you have to go. What are the things I’m saying “Never” to? And I don’t care what age you are. Because the “Maybe,” the “OK,” the “Probably,” and finally the “Yes,” may really just turn into something that’s amazing.

Betty Collins: [00:07:14] So how did that happen for me? Because I look at this as I just evolved into this and now hindsight shows me this along the way. So I want to make sure people know you don’t have to go and evolve and hope it all works out. So influencers are the biggest thing about your “Nevers.” Because there are times you need to say no. There are times it’s just absolutely no.

Betty Collins: [00:07:41] But I have great influencers. So Jane Davis was probably really my first mentor. And she, in the 70s, went through things, like divorce, when it wasn’t popular. And she married a guy named Randy Nipps. He was the first accounting firm that I worked for that merged into Nipps Brown Collins, eventually Brady Ware. But Jane was a big huge influencer. And when you look at the influencers right now in your life. what are they influencing you in?

Betty Collins: [00:08:12] So my first boss was Austin Swallow, who showed me that integrity and faith could be drivers and you could still be a business person and make money. So it’s all OK.

Betty Collins: [00:08:24] The second one was Randy Nipps who showed me the value of your employees. You don’t have that, you can’t continue to grow, you can’t grow at all. They’re your biggest asset.

Betty Collins: [00:08:36] Gary Brown showed me loyalty and focus. Those are the things that drive you to next levels. And he had a passion for his client which are people with disabilities. That was always the underline of everything he did.

Betty Collins: [00:08:49] And then Brian Carr, who is now the CEO I work for. He’s a person of vision. He’s always thinking about something bigger and that there’s always more. And I worked for each one of these men. And I was always the “Never.” And they were going you need to say yes. So I was lucky that I had that. They saw in me what I didn’t see. And while that’s all sounds great, what if I would have seen it? Then I could have had maybe a little more control of my destiny. Not that I needed to but you have to look back and ask that, right? So if I would just say yes on my own instead of yes to maybe what somebody else was saying I should be, I might have gone further and farther. I don’t know. So I look at that and say great, I had these influencers and these were the different things. However, I needed to see in me that I could do this. They saw it. But there were challenges with like anything in any career. And now I want to make sure that people don’t go through the challenges, the things that I went through.

Betty Collins: [00:09:55] You have to value who you are. It can’t be somebody else valuing you. You have to do it. You have to leverage your uniqueness. I’m surrounded by experts. I’m surrounded by technicians. I’m surrounded by people with really big careers. Yet I have things that they don’t. Which is I’m very personable and very passionate. I make sure I find the right technician because they’re everywhere. And I have a relationship with a client because I’m a business owner helping business owners. And I can see that the business marketing community has to have us in order to have those households that form communities. So I have a uniqueness of looking at things differently.

Betty Collins: [00:10:44] Paralyzed by fear will get you nowhere, even if you say yes to your opportunity. When I first came to Brady Ware, the first day I was downtown in my big office I could see The Scioto Mile on one side and the Capitol on the other. And I had the same computer, the same mouse, the same software, the same employees. And I sat there having no idea what to do. I was paralyzed by fear because I’m surrounded by experts and big career and now I’m in a big company. So I said yes but yet I’m paralyzed for the opportunity. So I left that day knowing what to do, which was go to lunch. And I went to lunch and I came back, because I talked to my husband he said, “This is your moment don’t miss it. Are you kidding? This is your moment.” So I didn’t. I did not let fear paralyze me once I said the “Yes.” And so again the opportunity came out. But there are times you have to understand there’s a “Yes” which promotes the opportunity but there’s “No” which means you didn’t go down the wrong path. And sometimes you just need someone to help you understand which ones those are.

Betty Collins: [00:11:51] So hopefully what your takeaway is today from the things of my story to you, because we all have a story, is “Nevers” just may be your opportunity. So take a mental note of when did I say never today. Or just even how many times you’ll say “Never” and “No” in a day. You’ll be surprised.

Betty Collins: [00:12:13] You have to be more aware of the people in your life, the influencers you are with right now. How are they influencing you? Are they the things you really believe? Are they the things that want to drive you? I mean I had great people of integrity and loyalty and vision and big picture. You have to ask more questions before you accept something. And women don’t do that. They just accept the circumstance. Men always ask questions.

Betty Collins: [00:12:39] No one will ever value you more than you. Don’t let somebody dictate your worth. And don’t let somebody take advantage of what you’re worth. Because they will.

Betty Collins: [00:12:51] Don’t be paralyzed by that fear, because you’ll miss your moment. And others saw my value and directed my path. My next 10 years I’m directing my path and I’m never going to say never. Ha. It’s a mindset. I only want opportunity if I choose to take it.

E30 Change Management with Julia Steel and Renee Campisi

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PROJECT-MANAGEMENT-OFFICE-HOURS-Author-Julia-Steel-and-Nimble-Giants-Consulting-President-Renee-Campisi
Phoenix Business Radio
E30 Change Management with Julia Steel and Renee Campisi
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E30 Change Management with Julia Steel and Renee Campisi

Have your struggled with Change Management? In this episode of Project Management Office Hours we have an in-depth discussion with Julia Steel and Renee Campisi on Change Management and Agile for Business.

We often look at Change Management on a per project basis rather than looking at Change as an overall initiative. How are we working within organizations with Managers and Leaders to prepare for change? Julia shares insights from her book, “Buy-in: How to Lead Change, Build Commitment and Inspire People.”

Listen to hear Julia describe the 3 C’s, Confidence, Clout and Courage to lead to successful Change. Renee shares her story which has grown to founding Nimble Giants. Listen to hear her discuss Agile for Business and the experiences that have helped shape her work. She provides great insights with stories, tips and tools which help organizations and leaders implement change.Think of “Change Fitness”, just as athletes need to practice and exercise to improve within their sport of choice we need to practice Change to improve.

Tune in for upcoming shows with Project Management leaders and subscribe to the podcast on Apple Podcast, iHeartRadio, Spotify, Stitcher, Spreaker or your favorite podcast platform! Our next show will be June 6th at 11:00am PST with Steve Fullmer and Darrel Gardner. Thanks to our sponsors PM Master Prep and THE PMO SQUAD. PM Master Prep is offering 20% off all services by using code PMOJOE at checkout on www.pmmasterprep.com.

Julia-Seel-on-Phoenix-Business-RadioXJulia Steel is on a mission to help individuals, teams and organisations supercharge progress, navigate change and deliver results that matter. JuliaSteelLogow60h60white

She is an international speaker, author, facilitator, and coach, offering programs that help you focus on, implement and achieve strategic change.

Julia is the author of “Buy-in: How to Lead Change, Build Commitment and Inspire People,” is a graduate of Stanford University’s Executive LEAD program and knows that enrolling the right people, at the right time, is crucial to your success.

Connect with Julia on LinkedIn, Facebook, Twitter and Instagram.

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Nimble Giants will work with you to figure out exactly what services your business needs to run more efficiently and productively using an agile for business approach. Once that is established, they will work with you to figure out how you can grow your business from where it is now to where you dream of taking it.

Renee-Campisi-on-Phoenix-Business-RadioXRenee Campisi is leveraging her 20+ years of Process, Technology, Operations, Leadership and Change Management experience to bring her clients Nimble Giants Consulting. Renee’s business consulting services are focused on helping her clients unlock additional potential within their teams as well as operate in a strong, flexible and swift manner to remain competitive in today’s ever-changing landscape.

Renee first began her career at Accenture in Process and Technology Consulting for Fortune 100 companies. She credits her passion for business and leadership approach to spending her formative business years at Accenture where she practiced client partnership, consultative solutioning, innovation, technical leadership and project adoption.

Six years later, Renee left Accenture to operationalize a Joint Venture Partnership Program for a Phoenix based startup. This entrepreneurial experience helped round out Renee’s corporate business experience and provided her with a deep appreciation of the commitment and determination needed to succeed as a business owner.

After successfully expanding the Phoenix based entrepreneur’s Partnership Program across the US, Renee returned to her Process and Technology roots where she lead Professional Services for Pearson Education’s School Systems Business Unit. Here she strengthened her Program and Change Management experience and furthered her Operational Leadership and Business Partner Acumen.

After five rewarding years with Pearson, Renee was asked to design and implement an Operations Department for Neudesic, a highly successful and innovative Systems Integrator and Consulting Services Company with 12 offices across the US. Here Renee designed and implemented Business Capabilities focused on Business Performance Analysis and Advisement, Resource Deployment, Internal Process and Systems Development, Strategic Initiative Management, Financial Projections and Capacity Planning.

Currently, Renee is engaged with a Fortune 500 Company headquartered in downtown Phoenix where she is helping her client revolutionize how data driven innovation project work get accomplished using the skills she’s acquired through the years while helping the change she is implementing last.

Connect with Renee on LinkedIn.

ABOUT THE PROJECT MANAGEMENT OFFICE HOURS SERIES

Project Management Office Hours is intended to provide Project Management professionals a place to drop in and discuss Success Stories, Best Practices, and Lessons Learned.  Project Management Consultant Joy Gumz has shared with us, “Operations keep the lights on, strategy provides the light at the end of the tunnel, but project management is the train engine that moves the organization forward.”  

Each of us has a unique story to tell, but collectively we share a message that organizations who embrace Project Management Best Practices perform better than those which don’t.  Organizations which align Projects to Strategy perform better.  Organizations with Engage Executive Sponsors deliver better results.  Organizations which measure Project Management performance outperform those which don’t.

During our Project Management Office Hours, we hear directly from Industry leaders how to make an impact in our profession. How we, collectively, will Advance Project Management Best Practices, One Listener at a time! 

Project Management Office Hours is powered by The PMO SQUAD 

ABOUT YOUR HOST

Joe Pusz started THE PMO SQUAD to bring real world PMO Leadership experience to the consulting space and to advocate for Project Management through his blog PMOJOE.com. The old saying is “Do what you love and you’ll never work a day in your life.” Following this mindset Joe left Corporate America in 2013 to start THE PMO SQUAD and work with fellow Natural Born Project Managers to advance Project Management Best Practices.

THE PMO SQUAD focuses exclusively on PMO and Project Management consulting. Corporate America is full of Accidental Project Managers running projects who haven’t been trained to be PMs. To help solve this problem THE PMO SQUAD is on the Leading Edge with PMO As a Service. PMO As a Service allows our clients to focus on their respective core competencies while THE PMO SQUAD delivers Project Management expertise. Contact Joe at 678-591-7868. Follow The PMO Squad on LinkedIn, Twitter and Facebook.

ABOUT OUR SPONSOR

PM Master PrepTM is simply the worlds best PMP® Exam Preparation licensing system. There is no other product available to businesses and independent trainers that can offer the same premium courseware along with the rich feature set of our online exam simulator and study resources.

Our Courseware has been designed to be shorter, easier to learn for students, and easier to teach for instructors. Your students will learn faster, retain more and will pass the PMP exam!

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LEADER DIALOGUE: Lessons Learned from Leading Private/Public Partnerships

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Gwinnett Studio
Gwinnett Studio
LEADER DIALOGUE: Lessons Learned from Leading Private/Public Partnerships
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Ben Sawyer, Lisa Counsell, Sherry Farrugia, Jennifer Strahan, Duffie Dixon

Sherry Farrugia manages the multi-million dollar pediatric research portfolio and the public-private partnership between Georgia Tech and Children’s Healthcare of Atlanta. This episode will provide:

  • An overview of her current role at Georgia Tech while supporting the Pediatric community, specifically Children’s Healthcare of Atlanta.
  • Her goals, objectives and burning platforms for her organization for the coming years.
  • Her challenges in balancing an academic university and a world-renowned healthcare organization dedicated to children in the Age of Consumerism.
  • An insight into working with non-profit organizations as both Children’s Healthcare of Atlanta and Georgia Tech are non-profit organizations that pose unique challenges to manage as a leader.

Sherry Farrugia/Childrens’s Healthcare of Atlanta Pediatric Technology Center at GT

Sherry Farrugia is the COO and CSO for the Children’s Healthcare of Atlanta Pediatric Technology Center at GT and the Director for the Children’s Healthcare of Atlanta. In this dual role she works to build and sustain public-private partnerships in pediatrics and health IT, and manages the partnership’s multi-million dollar research portfolio. She provides executive level leadership for business and operational functions and works to improve the overall execution of key business initiatives to improve efficiency, effectiveness and reduce administrative costs.

This includes providing insight into the innovations, new technologies, and start ups developed as a result of the partnership. Prior to this position Ms. Farrugia was the Managing Director of Health IT at Georgia Tech.

Sherry has over 25 years’ experience in the health information technology (IT) field, consulting with numerous industry partners, and many state agencies including the State of Georgia in the areas of care management systems, health information exchange, and enterprise data governance. She is very active in the Atlanta community serving on multiple health and pediatric related boards.

About SOAR Vision Group

The SOAR Vision Group mission is to: Align People with Purpose to Achieve Exceptional Results. SOAR provides best practice strategy execution, business process optimization services, and a structured organizational development approach for organizations to effectively implement the Baldrige Performance Excellence framework. For more information, contact SOAR Vision Group at (888) 294-3303 or visit soarvisiongroup.com.

About the Baldrige Foundation

The mission of the Baldrige Foundation is to ensure the long-term financial growth and viability of the Baldrige Performance Excellence Program, and to support organizational performance excellence in the United States and throughout the world. The Malcolm Baldrige National Quality Award is presented annually by the United States President to organizations that demonstrate quality and performance excellence. For more information, contact the Baldrige Foundation at (202) 559-9195 or visit baldrigefoundation.org.

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