InSIGHTS
A publication from the Albers School of Business and Economics THE CENTER FOR LEADERSHIP FORMATION S P R I N G 201 8
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rganizations need leaders in order to guide people in different roles to accomplish large goals. Importantly, they need people who not only have leadership titles, but who understand what leadership is and how to perform that role well. To aid our discussion, we will draw on a familiar framework of “what,” “why,” “how,” and “who.” We summarize the “what”, then focus on our core topic for this issue — the “why.” We will next briefly review the “how,” and reserve our discussion of “who” for our next issue.
“WHAT” At its simplest, Kotter (1999) states that the leader’s job is to set direction, align, and motivate people. Our past articles on setting direction discussed
BY MARILYN GIST AND ALAN MULALLY
how leaders need to set the vision and strategy for their organizations. We indicated that a leader’s most important contribution is to hold him- or herself and the team collectively responsible and accountable for a compelling vision, comprehensive strategy, and relentless implementation. Without knowing this, many leaders confuse being extremely busy with “leading.” They may be doing many things well without carefully examining whether they are doing enough of the “right” things. In essence, without the right direction and implementation, organizations do not progress well. Yet the question is “WHY”?
“WHY” The goal of leadership is to accomplish societal and organizational
objectives that create value for all stakeholders. To do that, leaders need to help their organizations both survive and thrive. Survival requires us to avoid threats. It is often easiest for leaders to see the need for guidance when major crises hit. Natural disasters, geo-political events, public relations debacles, and so on require leaders to step up with guidance on how to move forward. Yet just as important (and more commonly needed) is the need to address business-related challenges — whether current or impending. One of the most obvious signals calling for new direction occurs when an organization is experiencing (or anticipating) financial difficulties. This signals a failure to thrive, requiring leaders to CONTINUED ON PAGE 4
LETTER FROM THE DEAN
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IN THIS ISSUE
elcome to this edition of InSights. Our theme, “Vision and Courage: Leadership at the Edge,� is a compelling one at this moment in time. Across every sector, from retail to manufacturing to even higher education, leaders confront both threats and opportunities while operating at the edge.
The Compelling Need for Leaders / 1 A Letter from the Dean / 2 Jim Sinegal on Humility and Leadership / 3 Trust in Business in Tumultuous Times? / 6 PSBJ Thought Leader Forum / 8 Leadership on the Edge / 11 Mentoring and Executive Coaching: Guiding Leadership / 12 TrendWatch / 14
In this edition, we share insights from an iconic leader in retail (Jim Sinegal from Costco Wholesale) and another from manufacturing (Alan Mulally from Boeing and Ford Motor). Our faculty and staff also add their insights from higher education. This is the twentieth anniversary of our Executive Leadership Program. I continue to be so impressed by the impact our staff and faculty have on our students and alumni over the years. They truly deliver a transformational experience, one that organizations and students genuinely appreciate. Enjoy reading the latest edition of InSights!
Upcoming Events /16
Joseph M. Phillips Dean, Albers School of Business and Economics
Center for Leadership Formation Staff Dr. Marilyn E. Gist Associate Dean, Executive Programs Professor, Department of Management Executive Director, Center for Leadership Formation Ariel Rosemond Associate Director Kathleen McGill Manager, Executive Programs Outreach Lorri Sheffer Programs Manager
Center for Leadership Formation Fellows Alan Mulally Senior Fellow, Former President & CEO Ford Motor Company Phyllis Campbell Chairman, Pacific Northwest, JP Morgan Chase Jim Dwyer President & CEO, Delta Dental of Washington Allan Golston President, US Program Bill and Melinda Gates Foundation Jim Sinegal Co-Founder & Retired CEO, Costco Wholesale
Brian Webster President & CEO, Physio-Control, Inc. Center for Leadership Formation Advisory Board Lindsay Anderson Vice President Quality, Retired Boeing Commercial Airplanes Lorrie Baldevia Senior Vice President MCM Sallie Bondy Director, Business Operations for Boeing Fabrication The Boeing Company
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JIM SINEGAL ON HUMILITY AND LEADERSHIP Jim Sinegal, Co-Founder and retired Chief Executive Officer of Costco Wholesale, participated in a conversation on humility with Dr. Marilyn Gist, Associate Dean for Executive Programs, Seattle University. An excerpt of their conversation follows: MG: Our culture likes a winner. In the recent past, we had baronial CEOs — models like General Patton, the Godfather.…Hubris or arrogance seemed synonymous with leadership and we admired that. Do you think this is changing? If so, why? JS: Not necessarily. Strong leaders are strong personalities. Think about Vince Lombardi. But, of course, even Lombardi and Patton had elements of humility. A strong leader has to have empathy. People comment that I’m humble. Someone mentioned once on how I saw papers on the floor in the restroom, and I leaned over and picked them up. He said to me, “Well, if you’re the CEO and you can pick trash up off the floor, I guess I can too.” Of course, a story like that gets around. People watch your actions. My mentor, Sol Price, was the smartest person I’ve ever known. He was always prepared to give the credit to someone else. He taught me that as a leader, you
have to be smart, recognize the goal, communicate really well, and work as hard or harder than everyone else. MG: Do you think arrogance is a strength in leadership. If so, what positive results does it generate? JS: No. Arrogance is like a cancer. It permeates the whole organization. It’s a horrible thing. MG: People often consider humility a weakness in leadership? Do you? And how do you define humility? JS: Actions speak for themselves. You don’t need braggadocio. Humility is necessary. G.H.W. Bush used to write handwritten thank you notes. He was famous for this act and personally touched many people’s lives. MG: What do you see as the effects of a leader’s humility on other people in an organization? Do you believe the humility you and Jeff Brotman showed as individuals played a role in the success of Costco? If so, how? JS: It had an impact on the culture of
a company. Culture isn’t one person — it’s omnipresent. You create that. I’ve said in the past that management is teaching. When we promote someone to management, I tell them that teaching is 90% of the job. If you just hire people and don’t teach them, it’s such a waste. And teaching isn’t always formal. Do the right thing. Create a culture of doing the right thing — and you can’t exempt yourself from this. I learned so much from my mentor Sol — that’s where I got the importance of teaching. I absolutely love it — love the work. Of course, the only problem is that I’m now retired and don’t get to do as much of it anymore. MG: Can you give examples of how humility translates into organizational policies and practices? JS: We always set a fair markup and never simply raise it just because we can. We don’t believe in hype — just put the product out there with a basic description and let people decide for themselves. We’ve always sought to CONTINUED ON PAGE 15
Mike Ehl Director, Aviation Operations Port of Seattle Brad Harlow CEO & President PhysioSonics Aaron Howes Vice President, Risk Management & Insurance Expeditors International of Washington O. David Jackson CEO & Managing Partner Altruist Partners Kate Joncas Owner PlaceStrategic
Harvey Kanter Chairman of the Board Blue Nile Jim Klauer Senior Vice President, Non-Foods Merchandising Costco Wholesale John Milne Founder & CEO Avnew Health Doug Moore President McKinstry Company
Sarah Patterson Executive Vice President & COO Virginia Mason Medical Center Chris Rivera Chairman, President & CEO Nativis, Inc. Dan Wall President, Global Products Expeditors International of Washington
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THRIVING INVOLVES PROFITABLE GROWTH FOR ALL THE COMPELLING NEED FOR LEADERS CONTINUED FROM PAGE 1
diagnose the issue(s) and chart a path to success. Fiscal problems often result from inadequate growth. And if we are not growing, we are at risk since environments around us do not stay the same. Common reasons for lagging growth are: m Loss of market share to competitor offerings m Industry disruption m Lack of R&D/innovation (products or services grow stale) m Ethics and public relations problems m Poor productivity as benchmarked against competitors The first three of these tend to require directions that are significantly different from what we are already doing. That can be especially hard for tenured leaders who are unable to make “big, fast bets” to change their organizations (Libert and Beck, 2017). In publicly traded companies, boards often replace sitting leaders with change agents, but all leaders need to notice when disruption, loss of market share, and lack of innovation suggest that major change is needed. Failure to act soon enough may result in a downward spiral of financial performance that is irreversible. It may also lead to cascading people problems. Thriving involves achievement of goals and rewards. Some leaders focus mainly on financial indicators and improving stock performance. However, we define thriving as PGA —
Profitable Growth for All. This means not only rewards for stockholders and the leaders themselves, but employees, customers, and the communities in which we do business. Thriving also involves the full engagement of employees. To what extent are employees giving their fullest talents, joyful effort, and creativity to contribute to the organization’s goals? Evidence is readily found in surveys reported on the internet showing that few leaders are doing an effective job of engaging employees: m 51% of the U.S. workforce is not engaged (Gallup). m Disengaged employees cost organizations between $450 and $550 billion annually (The Engagement Institute). m Disengaged workers cause massive losses in productivity – between $450 and $500 billion a year (Mental Health America). m 75% of American workers care deeply about the well-being of their employer and only 23% say they have full insight into how their organizations are actually doing (Kimble Applications). These figures indicate a tremendous loss of contribution. People want to be part of something inspiring and impactful. Leaders are responsible for providing a strong and compelling sense of purpose to the work employees are doing. Strong and talented employees prefer to align with organizations that have compelling vision, comprehensive strategies, relentless implementation, and a healthy, high-performance culture.
This gets to our final point about thriving: organizations that thrive manage human capital very well. First, leaders need to hire the right talent for the right positions. This may seem obvious, but it requires skill in understanding the different demands involved in key positions, and the type of culture that must be maintained by those at senior levels in order to motivate people throughout. Second, leaders also need to develop those around them. Organizations continue to prioritize and promote into management those individuals who are the best individual performers. That does not mean they have the skills to manage people, but they may be able to learn. It’s incumbent on those above to recognize the importance of investing in employee development — including leadership development — to maximize contributions for tomorrow and not just today. Third, leaders are responsible for motivating those around them to follow the directions set. This implies total engagement, not mere compliance with minimum requirements of the job. Finally, retaining employees is critical — even more so when the job market is tight and talent is scarce. It can cost 33% of an employee’s salary to find a replacement, and most causes of turnover are preventable (HR Dive). Yet these data do not reflect the disruption on other’s work and morale that can occur when someone leaves. Leaders need to truly value the human capital that drives the organization’s results.
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“HOW” As discussed in our past two issues (InSights, Spring and Fall, 2017), the Working Together Management System (WTMS) excels at doing this. It provides an excellent roadmap of the “how.” WTMS creates a healthy, high-performance culture, in part, by ensuring that everyone — leaders as well as employees — follows these expected behaviors: m People first m Everyone is included m Compelling vision, comprehensive strategy, and relentless implementation plan m Clear performance goals m One plan m Facts and data … we can’t manage a secret ... the data set us free m Everyone knows the plan, status, and areas that need special attention m Propose a plan, positive “find-a-way” attitude m Respect, listen, help, and appreciate each other m Emotional resilience…trust the process m Have fun… enjoy the journey and each other The Working Together Management System also provides a roadmap for creating value for all stakeholders. And
it uses a structured and regular business plan review to ensure implementation. Although the latter can be adapted to different types of organizations, the expected behaviors should be universally applied. Executing all these effectively brings us to our next element:
DR. MARILYN E . GIST is associate dean for executive programs and professor of Management, Albers School of Business and Economics, Seattle University. In addition, she serves as executive director of the Center for Leadership Formation providing academic direction for the executive degree and certificate programs. Prior to this, Marilyn held the Boeing Endowed Professorship of Business Management at the University of Washington, where she was also the Faculty Director for Executive MBA programs. In addition to her academic roles, she has served in management positions in the public and private sectors, and has extensive consulting experience. Marilyn has over 25 publications in leading scholarly outlets. Her publications include
IST “Developing Dual-Agenda Leaders” (coauthored with Professor Sharon Lobel) in the 2012 Journal of Corporate Citizenship, and ”Self-Efficacy” (co-authored with Angela Gist) in the 2013 Oxford Bibliographies in Management.
“WHO” Organizations often minimize the importance of a leader’s character and temperament — until problems arise. For example, to what extent is a potential hire likely to be ethical, inclusive, transparent, and trustworthy in dealing with those below? Factors like this are as important as a prospect’s professional history and drive for results. We included the list of “expected behaviors here because a leader’s ability to operate this way is critical to an environment that leverages everyone’s talent. In our next issue, we will illustrate how a leader’s humility and concern for others’ dignity are essential qualities for effectiveness. In sum, strong leadership rests on understanding the “What,” “Why,” “How,” and “Who.” Each are critical to the
success of organizations. If leaders have great strategy (“what” and “why”) but are not able to align and motivate people (“how” and “who”), implementation will suffer and strategy will be ineffective. On the other hand, leaders can be great with people but not good with vision and strategy and the organization will flounder. So organizations need leaders to understand and be competent in all four areas. REFERENCES: Kotter, John P. (1999). What Leaders Really Do. Boston: Harvard Business Review Press. Libert, Barry and Beck, Megan (2017) “It’s Easier to Replace Leaders Than to Reinvent Them”, in Forbes Online, November 28, 2017
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ALAN MULALLY served as President and Chief Executive Officer of The Ford Motor Company and as a member of Ford’s board of directors from September 2006 – June 2014. Mulally joined Alphabet’s board of directors in July 2014, the board of directors of Carbon 3D in May 2015, and the board of directors of Mayo Clinic in February 2017. Prior to joining Ford, Mulally served as Executive Vice President of The Boeing Company, president and CEO of Boeing Commercial Airplanes, and President of
Boeing Information, Space and Defense Systems. Mulally served on President Obama‘s United States Export Council, as Co-Chairman of the Washington Competitiveness Council, and has served on the advisory boards of the National Aeronautics and Space Administration, the University of Washington, the University of Kansas, the Massachusetts Institute of Technology, and the United States Air Force Scientific Advisory Board. He is a member of the United States National Academy of Engineering and a fellow of England’s Royal Academy of Engineering. Mulally is Senior Fellow of the Center for Leadership Formation at Seattle University.
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BY MARC A. COHEN
A
ccording to the 2016 Edelman Trust Barometer, one third of employees do not trust the company they work for. (Edelman is a communications and marketing firm; its surveybased assessment of trust involves approximately 33,000 respondents in 28 countries worldwide each year.) At lower levels of organizations the story was even worse: only 48% of lower level employees trust their companies. Then things got bad. The 2017 Barometer showed a “global implosion of trust”! “Trust in all four institutions— business, government, NGOs, and media—to do what is right declined broadly in 2017, a phenomenon not recorded since Edelman began tracking trust. Two-thirds of countries now fall into ‘distruster’ territory, with trust levels below 50 percent.” Globally, according to the 2017 Barometer, 53% of respondents believe that the social system is unfair, doesn’t give them hope for the future, and leaders won’t fix problems; an additional 32% are uncertain about the direction of the social system. Large majorities of respondents report fears tied to eroding social values, globalization, corruption, immigration, and the pace of innovation. The 2018 results—just released—show that, in the United States, aggregate levels of trust across all four institutions dropped another 37 percent.
WHOA! As a practical matter, at the organizational level, Edelman offers
help—suggesting that employees should take on increased importance in building trust between businesses and customers. “In this environment, where individuals matter more than institutions, businesses of all kinds will need to empower their employees to cultivate communities and build authentic relationships the same way that influencers do.” In particular, Edelman advises senior leaders to foster relationships with employees, to be honest, to admit mistakes, and to listen and communicate openly. How could it be news to managers that they should be honest, do what they say, admit mistakes, and listen? But apparently it is news. The Sunday, December 10, 2017 Seattle Times “Jobs” section featured a column with the headline, “5 ways to show that you are trustworthy”—be honest was number two on the list. Steven M.R. Covey’s best-selling book, The Speed of Trust, offers the same kind of advice: talk straight, demonstrate respect, keep commitments, etc. That book begins with eleven pages of promotional quotes, so many that the quotes are organized under headings— “CEOs,” “Business Authorities,” “Marketing Authorities,” and “Media Authorities.” How is it possible that CEOs and “Business Authorities” didn’t already know that trust matters, that lying causes distrust? Edelman’s advice here, along with the popular literature on trust, betrays a deeper problem. On the
economic model of the business corporation, employees are assumed to be self-interested; management uses incentives and sanctions to align employees’ interests with those of the firm. Put less abstractly, management tells employees what to do, and management uses incentives and sanctions to make them do it. Trust isn’t part of this model, which dominates management practice and management thinking, and that’s why it comes as news that relationships matter—it’s an insight that trust is important. We have much work to do as managers and management educators. The surprising finding in the 2017 Barometer is that of the four institutions— business, government, NGOs, and media—business is the most trusted. To be sure, survey respondents overwhelmingly favor protectionist measures and increased regulation, and only 37% of the general population describes CEOs as credible. As Edelman puts it, “Business is on notice.” But, “Three out of four respondents agree a company can take actions to both increase profits and improve economic and social conditions in the community where it operates. Moreover, among those who are uncertain about whether the system is working for them, it is business (58 percent) that they trust most.” The 2018 Barometer reported that 60% of respondents believe that CEOs “are driven more by greed than
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a desire to make a positive difference in the world,” but at the same time, 64% want CEOs “to take the lead on change rather than waiting for government to impose it.” Here Edelman advises businesses to do the following: address social needs in everyday business practice, take responsible action with positive community impact, create new jobs, protect and improve the environment, place customers ahead of profits, make use of transparent and open business practices, and pay a fair share of taxes to support needed infrastructure. More than half of survey respondents rated these attributes as important for businesses to build trust. Much of my own academic work is about trust relationships, and we should be clear about the suggestion
so, goes the conventional wisdom, because of the speed of social media. But this truism is false. The examples are overwhelming. How many of us still have Wells Fargo accounts? GM produced cars with faulty ignition switches, silenced a whistleblower, and customers died— but people still bought and still buy GM cars. We still fly United Airlines. Or, consider the New York Times 2012 investigative report on Apple’s supplier’s manufacturing processes— terrible practices which caused brain damage and death to factory workers, all with Apple’s tacit approval. Global society has evolved to a point in which businesses are essential. There might be more regulation, or less, increased globalism, or less, but we are now dependent on businesses for all of our needs—despite deep distrust. And
with positive community impact; businesses that seek out ways to produce innovative products that don’t harm, and even improve, the environment; ones that make use of transparent and open practices; and ones that pay their fair share of taxes? Apple is said to be one of the world’s most admired companies, and the company builds beautiful products. Yet, that first example on the list immediately above very much describes Apple’s business practices: operating a supply chain that abuses workers, sabotaging its own products to force consumers to buy new ones, hiding tax dollars, and refusing to support social infrastructure, and (apparently) cooperating with the Chinese government to make user data available to government censors. Some might offer the
WHAT KIND OF BUSINESSES DO WE WANT TO BUILD AS MANAGERS AND LEADERS? here. When one person trusts another, or when a person trusts a business, those trust relationships are given structure by commitments. So, for example, when I trust a colleague to help with a project, it’s not just that I expect the colleague to help—trust is more than that—the colleague makes a commitment and I rely on that commitment. The commitment binds the trusting parties. The question of whether we can trust business to act responsibly, to address social needs in everyday business practice, or to pay its fair share of taxes, is the question of whether that business is so-committed. It is the question of whether or not we can rely on business to be a responsible part of a democratic, capitalist society. The academic literature and the popular press often refer to the importance of reputation; it’s a truism that dishonest or harming behavior will hurt a business’s reputation and hurt the business. All the more
businesses are so interdependent that they will have to work together despite deep distrust. So the truism, that trust is essential, doesn’t fit the facts: business need not make any of those commitments listed above; business need not do any of the things Edelman suggests. But, even if consumers and the investment community do not demand change, we as business managers and leaders must take action to build social ties and support our own society. The question for us, then, is more personal: what kind of businesses do we want to build as managers and leaders? Do we want to be part of businesses that drive down costs to the point that suppliers and employees are hurt, lie to their customers, put profits ahead of customers, and refuse to support the social infrastructure (on which business depends) by avoiding paying taxes? Or do we want to be part of businesses that take action
usual rationalizations that refer to competition and costs, but Apple is not forced to make these decisions to protect thin margins or respond to competitive pressures. We need to see the world clearly enough to challenge this model and commit to building better organizations. DR. MARC A. COHEN is an Associate Professor in the Department of Management (with a shared appointment in the Department of Philosophy) and teaches executives at the Center for Leadership Formation, Seattle University. He earned a doctorate in philosophy from the University of Pennsylvania and, prior to joining Seattle University, worked in the banking and management consulting industries. His research concerns trust, moral psychology, and questions in social/ political philosophy about what makes society more than an accidental crowd. Prof. Cohen teaches business ethics, ethical leadership, and the executive-EMBA strategy course on integrating leadership and business practice.
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PSBJ THOUGHT LEADER FORUM
LEADERSHIP Thomas: What is the biggest challenge facing leaders today? Gist: Uncertainty is affecting a lot of people. Whether it’s in global markets, politics, the current administration’s shifting policies in many areas including immigration, sustainability, and financial markets. We are facing questions about trust and integrity at a level we haven’t seen in a while. Dwyer: There’s a lack of confidence in business right now. As the leader of a major insurer in Washington state, I can tell you that what I hear coming out of the administration with respect to the uninsured and the role of insurance is just plain false. I think that instills a lack of confidence in some business sectors. Thomas: How do you work with your managers to address this notion of confidence and shifting predictability? How do you advise them? Dwyer: We use scenario planning. If this happens on one extreme, and this happens on the other, what are the options in the middle so we can pivot? Philosophically, we are a company of high integrity and authenticity. We speak the truth and deal with it. If something needs adjustment, or we’ve made a mistake, we address it. If it’s positive we celebrate it, but briefly, and move on. Thomas: When you hire, are you hiring for leaders or performers? Fischer: Working in tech, we are constantly struggling with how we make sure we have a great gender balance and a great diverse work force. We continue to address that and to try and work to foster the love of technology and math in people long before they get into college. Howes: The biggest challenge is finding and retaining great people who are motivated, energized, and want to build a career. We hire for attitude and train for skill. We did that when I was hired in 1995 and we are still doing that today. Thomas: What is that attitude? Howes: An entrepreneurial spirit, a will to succeed; drive, passion, someone
The Puget Sound Business Journal recently held a dynamic and insightful Thought Leader Forum on the topic of executive leadership. Participants were Jacki Fischer, Vice President Finance, Expedia, Inc.; Jim Dwyer, President and CEO, Delta Dental of Washington; Marilyn Gist, PhD., Associate Dean, Albers School of Business and Economics, Seattle University, and Aaron Howes, Vice President, Risk Management and Insurance, Expeditors International. Puget Sound Business Journal Publisher Emory Thomas led the discussion.
who wants to learn and challenge their boundaries. Someone who’s committed. Thomas: Jacki, what is your filter for hiring? Fischer: I’m looking for people who are honest and possess humility. If they don’t have that, we will not go on to the next level. These are traits you cannot teach. Thomas: Marilyn, how do you filter for humility? Gist: I use situational questions. I ask people to describe situations they’ve been in and how they handled it. I try to get a read for how much they talk about themselves, how much they give credit to the team they worked with, whether they’re able to acknowledge if they’ve made a mistake and learned from it. Thomas: Jim, beyond humility, what are characteristics a successful leader needs in your organization? Dwyer: We hope that they are very authentic and, if they’re an emerging leader, that there’s some risk tolerance. We say, “Think big, start small and learn fast.” If you think big and start small and you fail, that’s ok, no problem with that— but you move on. Thomas: How do you identify leaders in your organizations? Fischer: I think sometimes people naturally emerge as leaders, especially given the right environment where you can fail. Sometimes you see someone who naturally reaches out to include others even though they don’t have to. We seek people who naturally emerge and then we foster that leadership ability. Howes: We have a lot of employees in different stages of their career development. Some want more responsibility. If they display the attributes we are looking for, they will get that opportunity. Some people don’t want that opportunity. They’re happy to be a team player, and that’s fine, too. Thomas: Which is most important in your organization—mission, core values, or vision—and how is that practiced and communicated?
Fischer: We don’t have traditional core values. We have cultural norms. One of our cultural norms is “we lead humbly.” Another is “we believe in being different.” Another is “we believe in being transparent.” For example, we evaluated all our salaries, men vs women in the same role etc., and we shared the information with our employees. Dwyer: I don’t know if they’re mutually exclusive. For us the vision is aspirational. I look at the mission as what we do, and our values is how we do it. Howes: Our key performance indicators and our measurements are posted on our website monthly. The visibility employees have into the company’s strategy is better than ever now. We review it in department meetings and at the individual department level. Thomas: Marilyn, how does this pertain to Seattle University and your observations of leaders and their ability to lead? Gist: The University walks its talk with respect to its mission statement which is about educating the whole person and developing leaders for a just and humane world. The vision should be aspirational and inspirational. The companies that come through our programs who have a very compelling sense of vision, coupled with some of the qualities of leadership we’ve been talking about, create cultures where everybody is giving 100% heart, mind, and soul. Dwyer: Part of our vision is that you leave no one behind. Many states are getting out of the Medicaid business and are putting it out to contract so we’re going through some very significant discussions internally right now. Thomas: What are the most important decisions you make as a leader in your organization? Dwyer: They are around strategy and the direction of the company and then ensuring a lot of time is spent on those areas. Fischer: Our most important decisions are about hiring and promoting people. We want people who believe in Expedia
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and what we do and have the passion. We try to look to our own people first and promote from within. Howes: It always comes back to the people. Recruiting is one of the biggest challenges we face locally as the competition for talent is getting tougher and tougher. Gist: My most important decisions are around strategy and people. You can have a company filled with great people and no direction or you can have great direction and have the wrong people. Leaders need to pay almost equal attention to those two things. Thomas: Who’s had a lot of impact on you as a leader, whether it’s a mentor, someone you’ve watched or invested in you? Gist: My dad taught me to play chess when I was eight. I look back on that now and realize I was learning to think strategically and multiple steps ahead as a child. I had two other strong mentors— one in my early career with NASA and one when I was in my doctoral program. I have learned an incredible amount from
the Jesuits at Seattle U. There’s a whole ethos about how you deal with people that was new to me and I wouldn’t trade it for anything. Fischer: I also learned a lot from my father. He was a blue-collar worker for 30 years. He taught me that you could be a leader without being the “designated” leader and that sometimes the designated leader is not a very good leader. He also taught me to respect others and to understand that you cannot impose your views on someone else. Dwyer: My parents. My father was a farmer in Nebraska who went on to teach at a great university. My mother didn’t go past high school but she was unbelievably smart. My older brother. And the Jesuits—they had a significant impact on me. Thomas: Tell me two lessons you learned from the Jesuits. Gist: Primarily that the dignity of every person is key. The way the university recognizes that, and the care of the individual and the ethics that are part of it are huge lessons.
Dwyer: For me it’s the dignity of the person, the relentless focus on the marginalized and then critical thinking. You can’t get out of Seattle U without having developed critical thinking skills. Thomas: What are the keys to developing the next generation of leaders in your world? Fischer: We must teach those coming up that it’s about passion and that it’s ok if someone’s passion doesn’t match theirs. The world needs all types of people and we have a responsibility to teach new leaders to be accepting of everyone. Dwyer: It’s about coaching, listening and letting them experiment and try. There’s no substitute for experience and having to hit your head against the wall and stubbing your toe along the way. Gist: As you move into leadership it’s critical to learn that it’s not just about what you say and do. Who you are is as important. What are the qualities you bring? Are you transparent, honest, humble? What are your values? You can’t fundamentally change who people are, but you can give them experiences and CONTINUED ON PAGE 10
THOUGHT LEADERS
JACKI FISCHER
Vice President, Finance, Expedia, Inc. Jacki Fischer is VP, Finance for Expedia’s Global Partner Solutions business and has been with Expedia for 11 years. Having lived abroad serving customers across diverse geographic regions throughout her career, Jacki brings different perspectives to the business. Her career spans over 20 years in Internal Audit, Big 4, and a variety of Finance/ Accounting roles. She is a CPA, holds an Executive MBA from Seattle University and an undergraduate degree in Accounting from Central Washington University.
JIM DWYER
President and CEO, Delta Dental of Washington Jim Dwyer is president and CEO of Delta Dental of Washington and chairs the board of Delta Dental Plans Association (DDPA), a national association of member plans from the 50 states and Puerto Rico. DDPA member companies provide more than $14 billion in dental care services per year to more than 51 million people. Jim also chairs the board of Healthentic, Inc, a disease management company. Jim has chaired the Seattle University Board of Regents and served as a trustee of SU for 16 years.
MARILYN GIST, PhD.
Associate Dean, Albers School of Business and Economics, Seattle University Dr. Marilyn Gist has more than 25 years’ experience in the field of executive development. She is a Professor of Management and Associate Dean for Executive Programs at Seattle University, and serves as Executive Director of SU’s Center for Leadership Formation. Previously, Marilyn held the Boeing Endowed Professorship of Business Management at UW and served as the Faculty Director for Executive MBA programs. Outside of her academic roles, she has served in management positions in the public and private sectors, and has extensive consulting experience.
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AARON HOWES
Vice President, Risk Management and Insurance, Expeditors International Aaron Howes, Vice President – Risk Management and Insurance, joined Expeditors in 1995 focusing on Logistics. In 2001, Mr. Howes joined the Risk Management department and is currently concentrating on the management and expansion of Expeditors Cargo Insurance Brokers, Inc. (ECIB). Mr. Howes is a licensed insurance broker who graduated from Queen’s University at Kingston with a degree in Economics. He is also a 2011 graduate of the Executive Leadership Program at Seattle University.
PSBJ THOUGHT LEADER FORUM: LEADERSHIP
“You can’t fundamentally change who people are, but you can give them experiences and force reflection that get them to refine their understanding of the implications of their actions.” Marilyn Gist, PhD., Seattle University
force reflections that get them to refine their understanding of the implications of their actions. I heard a great quote at a conference last week: “Experience plus reflection is formative. Experience without reflection is just an event.” Howes: I’m a graduate of Seattle U’s Executive Leadership Program (ELP) and it really helped me with this (reflection). We had to write a paper on a leadership failure and also had to develop and write a leadership plan. I found that a big transformation in myself was seeing how other people and companies would lead and then being challenged to put your plan on paper and hold yourself accountable to it. Dwyer: I agree with that. We’ve had a number of leaders in our company go through the same program (ELP) and it is extraordinary for helping people to establish a practice of reflection. Every one of our employees who have graduated from the ELP says it’s life changing. Thomas: How important is it to write down your plan, your goals and your aspirations as a leader or as an aspiring leader? Howes: If you don’t write them down, you’re not going to know where you started and from what point you should measure progress and success. Fischer: And you have to recognize and remember you’re not going to be great every day. You’re going to make mistakes and it’s how you handle the mistakes that really matter. Gist: I’m good at creating goals and holding them lightly in my head. From the day Jim Dwyer said Seattle U should be the go-to place for leadership formation in the Puget Sound area, I never forgot it. I didn’t write it down, but it became the goalpost against which I evaluated lots of different opportunities.
Thomas: How do you decide who to mentor? Who to invest in? Fischer: I have never turned anyone away who wanted to meet with me. I might have the meeting with them and look to see and learn what they need and maybe reflect on whether if I’m the right person. Dwyer: I wouldn’t turn down a meeting. But if someone says “I’d like you to mentor me,” I don’t like it. Part of my job is coaching and developing and talking regularly with people but mentoring has to be more mutual. Howes: Mentoring’s a funny thing. It evolves naturally. An open door is in my leadership plan. Gist: Real mentoring has an organic and psychological/social component to it. There has to be a connection. I watch companies trying to establish mentoring programs and I cringe. There’s a need to develop the whole person in that process — to understand their strengths and weaknesses, their aspirations and background, what to coach around — and you just can’t get that from a mentoring “program.” Thomas: Give me one piece of advice for a new leader, for Day One. Dwyer: Don’t be afraid to make a mistake and to be authentic. Gist: Realize that you’re no longer a private person. Everything you do and say is subject to being observed and evaluated. Anything you say can potentially be taken out of context and misinterpreted and at certain levels it could end up in the media. It doesn’t mean you can’t have private thoughts and feelings but you must be mindful of the fact that you’re being observed constantly. There’s a need to be as transparent as possible so that the possibility of thoughts and feelings being misconstrued is as small as possible.
Howes: Keep your eyes and ears open. Fischer: See the best in people and assume positive intent until you know otherwise. Howes: Let your managers manage. Thomas: How would you like to be remembered as a leader? Howes: When I retire, I’d like to leave my department and hopefully Expeditors in a better position than when I arrived. I hope I’m remembered as a person who left it in a great place so that whoever follows can lead the next generation of employees. Hopefully I’ve hired and retained the right people and made smart decisions along the way. Fischer: As a genuinely humble person who believed in and sought excellence. I want to be remembered as a person who saw potential in others and gave them opportunities to realize that potential. Dwyer: All the metrics speak for themselves. Growth, profitability, and so on. But at the end of the day, I hope I’ve left a much stronger culture of people who are dedicated, hardworking, empathetic, and love what they do. The other stuff will take care of itself. Gist: I hope to be remembered as a visionary builder who had a positive and somewhat profound impact on the hundreds of people who’ve come through the executive leadership programs at Seattle U. Reprinted with permission from Puget Sound Business Journal.
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LEADERSHIP AT THE EDGE BY ARIEL ROSEMOND
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n his January 2018 letter to CEOs of publicly held companies, Laurence Fink, CEO and founder of BlackRock, Inc., remarked on a world experiencing both extraordinarily high returns on equity, yet suffering incredibly high levels of popular frustration and anxiety. He noted the failure of governments to “…prepare for the future, on issues ranging from retirement and infrastructure to automation and worker retraining.” He indicated that “society now turns to the private sector in hopes that companies will respond to broader societal changes…” and demanded businesses aim to benefit all their stakeholders. At the head of a firm with over $6.28 trillion in assets under management, he illustrated the need for a new model of shareholder engagement. A model where companies detail their positive contributions to society as well as describe their strategy for long-term growth, in the face of issues including slow wage growth, rising automation, and climate change. This shot heard around the world is a remarkable articulation of the problem, not least because of its source. Fink’s is one voice in a growing chorus of executive leaders choosing to exercise influence in addressing the challenges facing society. In the 2008 Foreign Affairs essay “Global Corporate Citizenship,” Klaus Schwab, Executive Chair of the World Economic Forum, detailed the importance of deconstructing the catchall phrase of “corporate social responsibility,” clarifying the practices it usually encapsulates (philanthropy, workplace safety, environmental sustainability, etc.) — and recognizing a related and growing mindset....” A new
imperative for business, best described as “global corporate citizenship,” must be recognized. It expresses the conviction that companies not only be engaged with their stakeholders but are themselves stakeholders alongside governments and civil society.” He emphasized that factors were at play behind the increasing need for corporate engagement, including the diminished role of the nation state in addressing modern societal needs and the intensified pace of globalization related to advances in technology. He observed: “Corporations have an impact on everything from air quality to the availability of life-saving drugs. They have become integral to the survival of governments and the political stability of nations and regions.” Nearly a decade later, at the 2017 meeting of the World Economic Forum in Davos, leaders discussed root causes of the growing public discontent, with its upsurge in nationalist and anti-globalist movements, and its manifestations including the EU “Brexit” referendum and the election of the populist US President Donald Trump. In comments at the forum’s conference on corporate social responsibility, Chobani founder Hamdi Ulukaya asked his peers for more voluntary action in addressing the excessive economic and social inequality. He forwarded the example of Chobani’s employee profit-sharing strategy: “Compensating our workers fairly was not only the
right thing to do; our record shows that it has also been economically smart.” In this way, Ulukaya used his company’s experience to apply influence in the service of stakeholder interests, while maximizing value to society — this is leadership at the edge. The recent examples of business leading beyond the corporate bottom line abounds: Alphabet/Google co-founder Sergey Brin, himself a refugee whose family fled religious persecution in the Soviet Union, joined demonstrators at the San Francisco International Airport in response to the US immigration travel ban. Pharmaceutical company Merck/ MSD CEO Kenneth Frazier publicly resigned from Trump’s American Manufacturing Council after the president’s inadequate response to white supremacist actions in Charlottesville, Virginia. Frazier’s stand against intolerance and extremism inspired many other CEO members of the council to resign in solidarity. In December of 2017, the US president announced his intent to roll back protections on the Grand Staircase-Escalante and Bears Ears National Monuments in Utah. In response, the outdoor brand Patagonia blacked out its website landing page and pasted in bold white text: “The President Stole Your Land,” while its founder and CEO Yvon Choinard announced Patagonia’s intent to file a suit against the Trump administration to protect the national monuments.
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MENTORING AND EXECUTIVE COACHING: GUIDING LEADERSHIP BY JANICE M. MONTI
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t’s no secret that our world has changed. We are seeing changes none of us could have ever imagined. Many are encouraging. Many are discouraging. Some are alarming. We see changes in our business community with exponential growth, especially in the Puget Sound area. We see changes on the national level and on the world stage. Some of what we see is inspiring. Much of what we see is disturbing. It seems, especially on the national stage, that the messages being communicated are confusing and challenge our most basic assumptions and values. We feel powerless and often uncertain. We wonder what might happen next. We look for answers and support. Many who feel the urge to step up and speak up are entering unfamiliar territory. Some question their capability and adequacy. They wonder where they fit. They wonder what difference they can make. Whether as business leaders or political newcomers, a guide can help them sift through their fears, find their voice and chart a pathway forward. In my coaching practice I use a checklist of questions to guide my clients as they pause to consider where they are going and what they need to get there. Occasionally renewing the answers to these questions can inspire forward movement: m Who am I? m What do I value? m Where I am going? m What do I need to get there? Though basic, these questions form a strategic blueprint that is similar to those used in many organizations to move towards a desired end point. With a plan, one is better equipped to maintain the focus required to
withstand challenges to their values and beliefs. A plan, whether a few notes or a detailed guide, should include an honest assessment of one’s purpose and of who they are serving, including customers, clients, colleagues, staff, and family. It should consider how one demonstrates leadership, encourages followers, and engages others in decisions that affect them. A coach helps clarify one’s personal blueprint, and keeps it in focus in the face of new challenges and opportunities. Leaders can feel uncertain of themselves when facing resistance. A coach can provide a kind but firm reality check. The Workplace Coach columnist for the Puget Sound Business Journal reminds us that coaches can illuminate blind spots such as: the accuracy of how leaders think they are perceived; the impact of their behaviors on others; their own openness to feedback; and their willingness to change. An ego driven leadership culture can blind leaders to their interpersonal challenges and deprive them of feedback that could help them succeed. Coaches hold up a behavioral mirror to draw attention to habits such as constant interrupting or telling rather than listening. Reminding leaders of their commitment to themselves, their purpose and their people and addressing their challenges from this perspective accelerates their
progress towards their goals. This is the value of working on a personal strategic plan with a coach. Mentoring is also a valuable resource for leaders. It establishes a longer term relationship usually with someone internal to the organization to pass on knowledge and experience and can open doors to opportunities. The focus is usually on career and personal development. One mentor I know likes to mentor “softly.” By moving about the organization, getting to know the staff, their aspirations, personalities, and preferred methods of communication, he sees areas they can grow. Within this context, he then mentors them without them feeling like they are being mentored. They are a proud bunch and this insightful approach helps them feel like they “did it themselves.” Whether learning from someone inside or outside the organization, having an advocate for the leadership journey can be key to leadership success. Efficacy as a leader requires dancing with some provocative questions. These include: m Which behaviors and practices do I need to hone? How do I know? m Which do I need to discard? What feedback will tell me what isn’t working? m What do I need to learn? How do I know? m How do I find my voice? How am I using / not using it? m How do I find and express my courage? m How do I show others the way while allowing autonomy? m How do I stay the course when challenged? What indicators tell me if I am on track? m How do I engage and motivate others as fellow leaders? How do I elicit a sense of ownership? How do
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I get input and demonstrate its use? How do I let others execute and not micromanage their work? Sharing self-discovery while exploring these questions increases trust among those watching and demonstrates integrity. And with integrity comes success. I recently attended the memorial for a successful businessman and prolific philanthropist — an investor and early follower of Warren Buffett. He was a leader and a force and was also
humble. One of his mantras was to “do the right thing, no matter what it costs you.” Another was to “get loud about what is important.” My own mentor demonstrates those same qualities. I am fortunate to have her in my life, and though she is now in her 90s, she continues to guide me through my questions and challenges. In a society currently based in fear, having a trusted “go to” person, whether coach, mentor or both, can help us find and keep our “true north” in our careers,
lives, and legacies. And in our seemingly upside down world, it is even more critical. JANICE M. MONTI is a leadership coach and organizational change consultant. She also supports team development and culture change initiatives. Her work spans all industries. She was the founding administrative Director of the Executive MBA Program in the Foster School of Business at the University of Washington. She has been a coach in The Executive Leadership Program in the Albers School of Business at Seattle University for 15 years.
A COACH HELPS CLARIFY ONE’S PERSONAL BLUEPRINT, AND KEEPS IT IN FOCUS IN THE FACE OF NEW CHALLENGES AND OPPORTUNITIES. LEADERSHIP ON THE EDGE CONTINUED FROM PAGE 11 Another example of leadership at the edge is Abigail Johnson, CEO of Fidelity Investments and Forbes Magazine’s 2017 Number One Most Powerful Woman in Finance. Johnson has vocally campaigned for better workplace safety and a zero-tolerance policy for inappropriate conduct and sexual harassment. As reported in the Wall Street Journal in October of 2017, she signed off on the dismissal of a star portfolio manager and a senior investment manager over related allegations, and hired a consulting firm to immediately review employee behavior. A strong advocate for critical changes to the male dominated and harassment-prone financial services industry, Johnson said, “I won’t tolerate it and nor should anyone else.” As an educator focused on leadership formation, I wonder if these examples signal a shift away from the more socially ambivalent and apolitical business leadership of years past. In the new paradigm, leaders address the needs of stakeholders while risking alienating others in the defense of core values. How can leaders effectively navigate the political minefield and avoid the plunge into a quagmire? This is an important question because there are pitfalls to supporting
controversial positions, as the following examples show: Hobby Lobby, the 800-locations, evangelical Christian-owned arts and craft retailer challenged the Affordable Care Act requirement that its employee health plan cover the cost of contraceptives. In 2014, the US Supreme Court sided with the company’s argument that the requirement violated federal laws protecting religious freedom. Dan T. Cathy, President of Chick-fil-A Restaurants has publicly reiterated his support for “biblical families,” responding to nationwide protests of his opposition to same-sex marriage. While the company website explains its wish to avoid political or social debates, it defends its 66-year company history and conservative religious culture. The current warp and stretch of the social fabric, through the proliferation of social media and technology, has increased the prominence of business in our lives. The polarized nature of today’s civil discourse will predictably color the statements of today’s leaders via the lens of the left-right political divide. Whether this trend is short lived or a fundamental shift in our expectations of leadership, stakeholders
expect authenticity and discernment. Milton Friedman, Nobel laureate in Economic Sciences and prominent American free market advocate, argued in his 1970 essay for the New York Times Magazine that “the social responsibility of business is to increase its profits.” Since then, the impact of business on and its responsibility to society has expanded beyond the realm of traditional corporate social responsibility. Today’s business leaders are increasingly called to personally address the demands of their stakeholders. Leaders are expected, now more than ever, to courageously lead at the edge. ARIEL ROSEMOND is Associate Director of the Center for Leadership Formation at the Albers School of Business and Economics, Seattle University. He serves on the Advisory Committee for Contemplative Leaders in Action – Seattle and also mentors transitioning military veterans with the Boots-to-Shoes Foundation. Rosemond is a graduate of Seattle University’s Executive Leadership Program and its Leadership Executive MBA.
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DESCRIBE AN ORGANIZATIONAL LEADER’S ROLE ADDRESSING SOCIAL ISSUES IN TODAY’S BUSINESS ENVIRONMENT.
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t Vera we try to encourage our leaders to be aware of and adopt a proactive approach to the primary social issues that our organization impacts or is impacted by. With the increased access to information and the rise of popularity of websites such as Glassdoor and others, there is no opportunity for organizational leaders to ignore these things, at the risk of real brand damage in the market place. Additionally, the brand building, increased employee morale, and other significant benefits to overall business success are indisputable. One of our values is to “Do Good and Do Well,” because we believe in doing the right thing, but also because we know it will help us be more successful. We have chosen to be proactive on issues of diversity, environment and, of course, health, to name a few. Data and transparency are key to any proactive approach, and we utilize data to set targets for ourselves and report regularly on how we are doing toward those targets. This can feel risky if an organization is not used to this approach, but we have found that it influences behaviors in positive ways and increases morale because of the sense of clarity it provides. And, it is the right thing to do. Sarah Cole, LEMBA ’11 Chief Financial Officer, Vera Whole Health
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n today’s business climate, companies and their leaders have become more focused on societal issues — especially since their employees and customers have become more concerned. There are many ways leaders can help address societal issues, one of which is to give employees a forum to volunteer for causes they are passionate about. At Expedia, we have Business Resource Groups (BRG’s) that have been formed by
employee volunteers. BRG’s are open to everyone. For example, SAGE (Sustaining and Greening Expedia) is focused on making workplaces across the world more environmentally friendly. Further, companies can team together with local social service agencies to help those in need such as Expedia’s Day of Caring where employees across the globe go into their communities to help others. Leaders should support employees as they seek to address societal issues by providing constructive opportunities to positively impact our world. Jacki Fischer, LEMBA ’16 Vice President – Finance, Expedia, Inc.
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am a firm believer that true and lasting change happens from the smallest units of society, and works its way outwards from there. Falling somewhere close behind individuals and families, companies are the next meaningful group with which we each interact daily. Do these companies have a responsibility to address inequities or right any social wrongs? I honestly wrestle with that question — but what I do know is that they have the ability to do so, and their ability is meaningful. Business leaders know the needs of their employees and their community better than most, and have the tools and platform from which they can effect change that is both personally and collectively beneficial. My hope is that these leaders are attuned to the stories, the needs, and the values of those around them, just as they are attuned to shareholder demands and value — and that they find ways to creatively and meaningfully respond with solutions that say “yes” to both constituencies. Andrew Barfoot, LEMBA ’11 Partner, Madison Park Capital Advisors, LLC
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JIM SINEGAL ON HUMILITY AND LEADERSHIP CONTINUED FROM PAGE 11
offer the best wages and best benefits in the industry. Employees are watching everything you’re doing and you don’t want to disappoint them. It’s easy to get upset about something — maybe you’re having a bad day. But what happens if I start screaming at an employee? You can’t do that. I have done it to top managers, but that relationship is different. But I’ve never done it to an employee. And when it’s over, it’s over. That’s very important – no grudges, you just move on. It serves no purpose to harbor animosity. And Jeff and I had our moments when we’d get upset with each other. Then the next day, we’d hug each other. You know what? It’s really hard to be mad at someone you just hugged! MG: Do you think humility affects business outcomes? If so, can you give some examples? JS: The success of the company is because of those 240,000 people. I mean, you hire people because
there is too much work for you to do yourself. If I could do it, I would. Any job — stocking shelves, checking, you name it. And, of course, I have my own ideas of how to do it and am sure I could do it better than anyone else, right (smile.) This is why teaching is so important. But it’s about the people. A lot of companies say that, but their employees don’t believe it. We promote almost 100% from within. Sometimes we get criticized for that. But it rewards our employees and it helps maintain the culture. We have very low turnover in an industry with high turnover. After someone has been with us for a year, our turnover goes down to 6%. That’s incredible for our industry. At times, it’s important to criticize yourself and what you’re doing. Someone said, “The system needs an enema.” We have to ask, “Is this the best way to do this?” MG: Do you think humility can be taught? In selecting executives below you, is humility a factor you required? JS: It’s very difficult to teach “people skills.” When we name managers, we
have to feel pretty confident that they have good people skills. Certainly we’ve made some mistakes. We like to think we’re developing a culture that’s “jerk free.” If someone hates his boss, you get turnover. We’ve seen some situations where we’ve turned people around, but if they are not responsive after a couple of tries, you need to move them to a job where they have less supervision of people. MG: Can you think of a time when you could have used your positional power to get something done, but chose to use your humility instead? If so, why did you choose humility? JS: I remember a time when we were being sued, and I knew the allegations were false. Our attorneys and managers let me know they recommended settlement. I told them I was opposed on principle (and could have simply refused). Instead, I told them I was going to leave the room and let them decide. Well, they decided to settle because it cost us about $2M vs. what would have been about $4M to continue litigation. So, it saved the company money. I still regret that decision, but realize they were right.
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33rd ANNUAL ALUMNI AWARDS Friday, May 4, 2018 Four Seasons, Seattle 6:00 - 10:00PM Congratulations to our 2018 Alumni Award winners! Join us as we celebrate these outstanding members of the Seattle University alumni community at the 33rd Annual Alumni Awards at the Four Seasons Hotel in Seattle. Learn more at: https://www.seattleu.edu/ alumni/events/alumni-awards/
ALBERS EXECUTIVE SPEAKER SERIES Events are held in Pigott Auditorium from 5:30-6:30 p.m. (unless otherwise posted). Free and open to the public. Benson Porter, CEO, BECU Tuesday, May 22, 2018
HARRIET B. STEPHENSON BUSINESS PLAN COMPETITION FINALS May 31, 2018 Campion Ballroom 2:00-5:00PM Reserve your tickets and contact Amelia Marckworth at marckwor@seattleu.edu for more information.
CENTER FOR LEADERSHIP FORMATION ALUMNI ASSOCIATION 2018 DUES DRIVE Help fund the Center’s Alumni programming. Contact Ariel Rosemond at rosemond@seattleu.edu for more information.
CONNECT WITH US! For more information about these events and/or our programs, connect with us on Facebook and LinkedIn or via: https://www.seattleu.edu/business/ executive/connect-with-us/#form