ANTHONY C. GRUPPO

Anthony C. Gruppo is the CEO of Marsh Commercial UK. Mr Gruppo has also written several books on leadership and personal development, and he is the producer of the roots of leadership podcast.

POWERHOUSE GLOBAL MAGAZINE (PGMAG)

INTERVIEW WITH: ANTHONY C. GRUPPO (AG)

PGMAG: Mr Gruppo, thank you for granting us this interview.

AG: Lady Anita, as we begin the interview I first want to take a moment to congratulate you and your team, for putting out such a successful publication and how quickly it was able to be enjoyed on a global basis.

PGMAG: We are pleased to inform you that our magazine is now being read in over twenty four countries of the world. Thank you for your support in getting this mission off the ground. So, what has changed for you in relation to work since our last interview in 2018? AG: What has changed most since we last spoke in my interview in 2018 is that we are now creating a new ecosystem in how we work. A 'work from anywhere' environment, which can be utilised by so many people to hopefully gain work/life balance, and to be able to work in both an office setting from home and what we believe will be satellite locations. Those where colleagues can meet up, be able to discuss their creative ideas and solutions for clients.

PGMAG: We were all visited by the global challenge (covid-19), and it has completely

changed the way personal and business transactions are being conducted. As a global leader, what are some of the measures that can be incorporated for the purpose of economic recovery?

AG: When it comes to economic recovery, the same principles apply during times of challenge as in times of growth and that is the importance of sales and organic growth. The ability to protect the interest of an organisation and make the right decisions from a cultural aspect for your colleagues. This extends then to making good decisions for clients and for communities, so it is important to invest time and resources in growing a sales force that is focused on serving clients needs. Good sales people know that we do not sell anything; we merely build solutions for problems. Therefore, what is important during an economic recovery or in prosperous times is a culture that cares about its colleagues, clients and communities, building a service and sales system to support the solutions for clients.

PGMAG: Recently, there was another 'global shift' relating to 'black life' and which prompted a global out cry in the way diversity, equality and inclusion in being handled by those in authority. As a leader who is responsible for thousands of workers, what is your view on the three mentioned topics (diversity, equality and inclusion)?

AG: Regarding the question that

relates to diversity, this is an area that organisations have to be careful, not just give sound bites, but give sound movement, sound advice and sound futuristic platform.

At Marsh Commercial, we are focused on creating forums for our black colleagues to discuss issues that are important to them, making sure that our HR professionals are recruiting in diverse environments to find the best talent possible and build a diverse workforce. It is critical that diversity of thought comes from diversity of colleagues.

The more diverse our colleagues the more diverse our thoughts, which in turn relates to better solutions for those we serve. Racism should never be debated, it should be eliminated and it is sad to see how much of it still exists throughout the world. We are all responsible as leaders to have an open and caring nature that gives people of all cultures the knowledge that they are safe, valued and appreciated in the workforce.

PGMAG: How would you describe your style of leadership? AG: My leadership style is simple; I try to be a servant leader. I am here to serve the needs of others, not have others serve my needs. I don’t believe in the hierarchy of organisational tables, I know they are necessary in order to operate and deliver on a strategic mission but we have to as leaders know that we support those we serve and make our positions better for those who come after us. We merely rent our positions and it is our job to renovate those positions to make it better for the person who is going to move into our spot. Therefore, servant leadership is a cornerstone and it is not just a cornerstone but is the pinnacle to reach.

PGMAG: What are the five elements of an 'inclusive leader'?

AG: The five elements that really define an exclusive leader are the same elements that define a leader:

1) Be open-minded and have a growth mind set.

2) Believe that humanity is good and kind and treat it as such until you are proven

At Marsh Commercial, we are focused on creating forums for our black colleagues to discuss issues that are important to them, making sure that our HR professionals are recruiting in diverse environments to find the best talent possible and build a diverse workforce. It is critical that diversity of thought comes from diversity of colleagues.

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3) Listen to the ideas of others, be patient, be understanding and be direct in your response

4) Know that all generations have to be treated in a way that they are given an opportunity to succeed, that they can have their personal passions connected to their professional world so that there is a work/ life balance

5) Do not take yourself too seriously. Never forget where you came from and always keep an eye on where you are going

We all want to do our best and at times feel as though we may not be but know that you have the skills and talent to succeed. That courage can be found within and it really does take failure and adversity to show the greatness that you possess. So do not let fear or discouragement own you. Do your best to feel it, understand it transfer that to your energy and move on.

PGMAG: What are the three books that changed your life?

AG: I really do not think of specific books that have changed my life. I am a collectic reader and I like to read a diversity of subjects, there is not one book that has really changed my life. I think of my life as a compilation of an lot of data's, lots of information and a lot of interaction with people.

PGMAG: As a mentor and coach to other leaders, what would you say to a business owner who feels discouraged due to the current global challenge? AG: I would say to other leaders and professionals when they feel discouraged, is that that is a natural feeling. We all want to do our best and at times feel as though we may not be, but know that you have the skills and talent to succeed. That courage can be found within and it really does take failure and adversity to show the greatness that you possess. So do not let fear or discouragement own you. Do your best to feel it, understand it, transfer that to yours energy and move on.

PGMAG: What would you say to your younger self?

AG: I believe what I would say to my younger self is; you do not have as much time as you think. Time will go fast, do not take yourself seriously, do not be too ambitious, do not make decisions based on ego and learn as early as you can. It is about serving others, not serving yourself.

PGMAG: What was the best advice you were given on your leadership journey?

AG: The best advice I have probably received on my leadership journey, really just comes from the experiences itself. Never let your emotions go too high or too low. Do not overpraise your success and do not beat yourself up too much on your failures. Try to find a balance and know that you are going to have the good and the bad, but the great comes from your ability to balance the two. PGMAG: Thank you once again for granting us this interview. Please share some more details on how our audiences can access your books and podcast.

AG: Thank you for the interview.

Email: anthony.gruppo@ marshcommercial.co.uk Website: www. marshcommercial.co.uk

I believe what I would say to my younger self is; you do not have as much time as you think. Time will go fast, do not take yourself seriously, do not be too ambitious, do not make decisions based on ego and learn as early as you can. It is about serving others, not serving yourself.