[bctt tweet=”“You can take the entrepreneur out of the start up hustle, but you can’t take the start up hustle out of the entrepreneur.””]
Jessica Kim is the co-founder/CEO of ianacare on a mission to equip, educate, and empower family caregivers to navigate long-term care for loved ones. Her drive to create solutions for the millions of people navigating this complex journey comes from her own experience of caring for her mom who fought a seven-year battle with pancreatic cancer. At the age of 19, she started Jessica’s Wonders, a baked goods company, out of her college dorm room. She raised $1M in funding her senior year (with braces) and grew it to national distribution. She then went to work at Kraft Foods in brand management. In 2008, Jessica founded BabbaCo to invest in the future of parenting by helping families spend quality time together through subscription activity boxes. BabbaCo was acquired in 2014 by Barefoot Books, where she served as President for two years before becoming an Entrepreneur-in-Residence at CRV (Charles River Ventures). Jessica was honored as Crain’s Top 40 under 40 and currently serves as a Venture Partner at Praxis Labs, the inaugural EIR at Brown University, and an advisor to several startups. Jessica graduated from Brown University and received her MBA from Northwestern University’s Kellogg School of Management. She lives in Boston with her three young children and husband, Peter, where they are actively involved in their Highrock church community.
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Jessica gives the following advice to new entrepreneurs:
When it comes to your vision, you don’t need to have a background or a ton of experience. Sometimes all you need is someone who knows a bit more than you. We often think it must be a famous expert to move forward, but that’s not the case.
It’s also important to find people who believe in your vision just as much as you do. (10:25-12:18)
What advice would you recommend to new entrepreneurs?
How important is it to have others who believe in your vision?
When it comes to conversations about women, or any kind of minority group, in leadership, every single person involved needs to be invited to the table. Many times in women’s leadership discussions, women are only speaking to other women. That is not how culture is changed.
There are men and women involved, and the conversation needs to happen between both groups, working together to come up with solutions and listening to each other’s input. Assumptions are made when you don’t know the other side. (33:12-34:19)
Do you agree with Jessica’s opinion about minorities in leadership?
Today’s guest is Charles Novak, father of David Novak Leadership CEO David Novak. Charles was born in Haddam, Kansas, in 1929. He joined the U.S. Coast and Geodetic Survey as a young man and traveled the United States for much of his life measuring unmapped land. During his time on the road with the USCGS, Charles met his wife Jean and they had three children. He retired from the Survey in 1985 but continued work in a position with the U.S. Boundary Commission. He has made his home in more than sixty places across the U.S. and now lives permanently in Scottsdale, Arizona.
[bctt tweet=”“It doesn’t matter what business you’re in…you’re in the people business.””]
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According to Charles, the best leaders are organized and get along with others.
At one point in his career, Charles led a team of 25 people. His philosophy about leadership was that you should treat everyone well. When you reward those who work hard, it inspires them to do a better job. (8:55-9:45)
What is your leadership philosophy?
In what ways do you reward those who work hard?
Charles says the way to grow in your career is to keep learning. If you aren’t constantly learning, you won’t be able to stay at the top. (10:58-11:20)
How are you learning to be a better leader?
What areas or topics should leaders focus their learning on?
Paul Sarvadi, Chairman & CEO of Insperity, a leader in full-service human resource outsourcing services. When Sarvadi co-founded Insperity, he focused on building a business plan that focused on people and values rather than cold, hard economics. By believing that one’s business is only as strong as their human capital, Paul was able to grow Insperity into a multibillion-dollar company. In his debut book, Take Care of Your People: The Enlightened CEO’s Guide to Business Success, you will learn how to establish a strong human capital strategy that exudes your company’s values and propels business success. Backed by Paul’s over thirty years of experience in corporate management and aiding the struggles of small- to medium-sized businesses, Take Care of Your People is the perfect resource for any CEO or executive who wants improve their business outcomes through their most valuable resource: their people.
[bctt tweet=”“When you are leading people you have to communicate in a way that allows everyone to come along.””]
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You can buy Paul’s book,
Take Care of Your People: The Enlightened CEO’s Guide to Business Success
Paul experienced a tremendous blow early in his business career. There’s an emotional and psychological effect when you go through failure like that; it really tests your mettle. How do you respond? Can you get up off the ground? Do you still have confidence in yourself?
When your confidence is shaken, you have to figure out where you go from there. Paul learned to rely on his faith and believe in himself. (5:58-8:24)
Have you ever experienced a big failure?
How did you respond?
When Paul was younger he had a lot of rough edges. Sometimes he was too quick to speak or didn’t give others the opportunity to give input.
Now he realizes that the best ideas come from the people in frontline roles. If asked, they will share all kinds of ideas to improve your business. (20:20-22:00)
What mistakes did you make early on in your career?
Why do you think frontline workers have so many good ideas?
[bctt tweet=”“It doesn’t matter what business you’re in…you’re in the people business.””]
Today’s guest is Eric Foss, Chairman, President and CEO of Aramark, a Fortune 200 global leader in food, facilities and uniform services. The company employs 270,000 people and provides award-winning services wherever people work, learn, play and recover in 19 countries worldwide. Since Foss was named President and CEO in 2012, Aramark has recorded consistent growth in sales, new business and adjusted net income and operating margins. He also lead the company’s successful return to the New York Stock Exchange in December 2013. Under Foss’ leadership, Aramark has been recognized among the “Most Admired Companies” by FORTUNE and the “Worlds Most Ethical Companies” by the Ethisphere Institute. Foss was elected Chairman of the Aramark Board of Directors in 2015.
Prior to joining Aramark, Foss served as Chairman and CEO of Pepsi Bottling Group. Throughout his career, Foss has established a strong track record of generating profitable growth through integrated strategies and consistent execution. He has led global teams to successfully build leading brands through a ‘front line first’ mindset. Foss serves on the Board of Directors of Aramark, Cigna and Catalyst. He is a member of the Business Roundtable, the Wall Street Journal CEO Council and the American Heart Association CEO Roundtable.
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Eric moved through the ranks at PepsiCo despite not having an MBA. He was never intimidated by others with the qualification. He is a big believer that in order to stay sharp and grow, you have to keep learning.
You also have to commit to self-renewal and staying intellectually curious. Eric says, “think and act like a teenager.” To keep growing, it’s important to go where the action is. (7:11-9:34)
Which is more important to be a good leader, an MBA or experience on the frontline?
How do you continue to seek growth and self-renewal?
If you want to grow in your career, you’ll have to demonstrate that you are capable to handle more responsibility. Eric says one of the best ways to do this is by developing a point of view about your general manager’s agenda. Know his or her goals and find a way to contribute to that. Build a skill set that grows the top line. Anyone can broaden their value contribution. (12:42-14:17)
What is your point of view regarding your leader’s agenda?
[bctt tweet=”“We have to be life-long learners, all of us.””]
Today’s guest is Becky Frankiewicz. Becky is the President of ManpowerGroup North America, a world leader in innovative workforce solutions.
Before joining ManpowerGroup, Becky led one of PepsiCo’s largest subsidiaries, Quaker Foods North America. She brings a depth of consumer knowledge to her commitment to building a work ready talent supply to meet the increasing job demand across America. It’s her firm belief that helping people find meaningful and sustainable work benefits individuals, families and communities.
Becky is passionate about advancing women in leadership, developing skills to advance our workforce and advocating for conscious inclusion. She believes enabling all people to participate in the workplace and achieve their potential is not just an ethical imperative, it’s good for business.
Becky was named by Fast Company as one of the most creative people in the industry, anticipating and adapting to fast changing consumer demands.
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Becky recalls a significant failure in her career. She was working with someone she respected to launch a new product. Becky thought they should do it in a specific way, but her colleague didn’t agree. Becky relented, and later a competitor launched the product her way with great success.
Becky knew she was right but second-guessed herself. Despite the failure, she is grateful that it happened when she was young. She learned that the next time she needed to fight harder. (21:12-23:00)
Have you ever experienced a failure? What did you learn?
If your colleague disagreed with you, how would you respond?
Becky has the following thoughts on recognition:
Feedback is a gift, something we have lost in Corporate America.
Becky says, “If I am not giving you feedback, then I am not investing in you. If I’m not getting feedback, people aren’t invested in me.” (39:02-40-14)
What is the best piece of constructive feedback you’ve ever received?
Eric Wood is a former NFL player for the Buffalo Bills from 2009-2018. He was a first round draft pick in 2009 and started 120 games for the Bills. Eric was a 3 time captain and was named to the 2015 Pro Bowl. He was also the Bills nomination for the Walter Peyton Man of the Year award in 2015 and 2016. Eric suffered a career ending neck injury during the 2017 season and now lives in Louisville with his wife, Leslie, and two kids, Grace and Garrett.
Eric attended the University of Louisville from 2004-2008 and received a degree in political science. He was a two time captain on the football team, 3 time… …continue reading by downloading the Action Journal below.
[bctt tweet=”“I always tried to build relationships with young guys… and that’s one of my biggest principles in leadership with this current generation.””]
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Eric lives by this important life principle: a generous person will prosper, but he who refreshes others will be refreshed. Eric says you can’t control much in life, but you can control how generous you are. (3:26-4:05)
What life principles guide you?
Do you value generosity in leaders?
Good leaders know how to be demanding without being demeaning, and care but will be firm when the need arises. Leaders must hold people accountable, though it’s important not to put people in a position that causes them to lose confidence. You want to empower your team. (23:03-25:37)
How do you hold people accountable?
Hardwiring is equally as important as Heartwiring. How can you maintain both in your leadership?
Paul Varga is Chairman and CEO of Brown-Forman, one of largest American owned spirits and wine companies with iconic brands like Jack Daniel’s, Woodford Reserve, Old Forester and many more. Under Paul’s leadership the company has experienced a 12% compound annual growth rate. Paul is dedicated to leadership development and currently serves on the board of directors for the Kentucky Chamber of Commerce, Brown-Forman and Macy’s.
Full Bio
Paul Varga
Chairman and Chief Executive Officer
Paul Varga was appointed president and chief executive officer of Brown-Forman Corporation on August 1, 2005, and became chairman of the company in August 2007. He has been a member of the company’s board of directors since 2003.
Prior to becoming CEO, Varga served as president and chief executive officer of the company’s Brown-Forman Beverages subsidiary from 2003 to 2005. Since Varga assumed responsibility for the company’s beverage business in 2003, Brown-Forman’s reported annual operating income has grown from $378 million to $685 million, representing a compound annual growth rate of 12%.
Varga also served as senior vice president and chief marketing officer for Brown-Forman Beverages. In this capacity, he oversaw the global marketing efforts for the company’s spirit brands.
After beginning his career at Brown-Forman as a summer intern at Brown-Forman in May of 1986, Varga worked in Chicago, Southern California, Nashville, and Louisville in a variety of important positions, including many years of overseeing the company’s most important brand, Jack Daniel’s. Starting in the mid-1990’s, Varga helped the company establish its global brand management system which today continues to provide marketing direction on behalf of Brown-Forman’s brands throughout the world.
Varga is a member of the executive committee of Greater Louisville, Inc. (the Louisville Chamber of Commerce) and concentrates his work there on the Business Leaders for Education Initiative. He is also a member of the board of directors of the Kentucky Chamber of Commerce, Brown-Forman, and Macy’s Inc. Varga is a past board member of the Muhammad Ali Center, the Louisville Urban League the YMCA, and Three Chimneys Farm, a Kentucky-based thoroughbred horse business.
Varga earned his bachelor of business administration degree in finance from the University of Kentucky in 1985. He went on to earn his master’s in business administration at Purdue University in 1987.
Varga resides in Louisville with his wife, Melissa, and their three children.
COLLAPSE
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[bctt tweet=”“I think the greatest development comes from challenging yourself in areas that you’re less familiar with.””]
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Paul says the emergence of social media has made marketing much easier. It’s important to be persistent. Sometimes it takes a while for an idea to take off, but you should never be afraid to try something new.
How has social media influenced your industry?Is there a new idea you’ve been hesitant to try? Why?
Paul has a passion for developing others. He likes to challenge his team members and push them outside of their comfort zone. Sometimes this requires coaching and fostering their excitement about unfamiliar opportunities. Paul enjoys helping people navigate the uncertainty of a new role, and it’s always exciting to watch them succeed.
How has someone’s leadership or coaching influenced you in your career? What aspects of leadership do you most enjoy?
Bill Conaty, former Senior Vice President of Human Resources at General Electric. Bill served alongside leaders like Jack Welch and Larry Bossidy and was responsible for developing the legendary HR practices that made GE one of the most admired companies in the world. Bill is recognized as a world leader in the area of human resources. He is the author of “The Talent Masters: Why Smart Leaders Put People Before Numbers”. He is a currently a senior advisory partner at Clayton, Dubilier and Rice. He serves as the Chair of the Board of Trustees at Bryant University and has served on the Advisory Board of Cornell University’s Center for Advanced Human Resource Studies. As a world leader in human resources, Bill is a highly sought-after speaker and featured guest on CNBC’s Squawk Box.
[bctt tweet=”“To be a good functional leader.. you’ve gotta take issues off the CEO’s desk, not leave them on.””]
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According to Bill, it’s good to give constructive feedback daily. Don’t wait for the annual appraisal. Giving people feedback allows them to know where they stand. It also builds candor and trust. (39:30-42:25)
How can you incorporate more feedback into your leadership style?
What is one thing you need to improve on?
Bill recommends using differentiation when recognizing people. Treating everyone the same creates mediocrity. (38:05-39:01)
Today’s guest is Mike Kulp, President and CEO of KBP Foods. Mike bought into his first franchise restaurant at the age of 21. Today at age 37, Mike operates more than 600 restaurants across 23 states. His entrepreneurial spirit and vision has helped him become a leader in the world of franchising.
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[cs_content][cs_element_section _id=”1″ ][cs_element_row _id=”2″ ][cs_element_column _id=”3″ ][x_image type=”none” src=”https://davidnovakleadership.com/wp-content/uploads/2018/10/lonnie-Ali-circle.png” alt=”” link=”false” href=”#” title=”” target=”” info=”none” info_place=”top” info_trigger=”hover” info_content=”” style=”border:8px solid rgba(0,0,0,0.10);border-radius:50%;”][x_share title=”Share this Post” share_title=”” facebook=”true” twitter=”true” google_plus=”false” linkedin=”true” pinterest=”false” reddit=”false” email=”false” email_subject=”Hey, thought you might enjoy this! Check it out when you have a chance:”][cs_text class=”hidden”][/cs_text][/cs_element_column][cs_element_column _id=”7″ ][cs_element_audio _id=”8″ ][x_gap size=”30px”][cs_element_content_area_modal _id=”10″ ][cs_text]Today’s guest is Lonnie Ali, the wife of legendary boxer Muhammad Ali. Lonnie is an incredible leader who has devoted her life to making the world a better place. In 1992, Lonnie incorporated and served as Vice President and treasurer of Greatest of All Time, Inc. or (G.O.A.T). Today she is a Lifetime Director and Vice Chair of the Muhammad Ali Center, a non-profit museum and cultural center that she and her husband opened in 2005.
Lonnie Ali has been active in various charitable causes including advocating for children’s rights and Parkinson’s disease research. From 2010 to 2013, Lonnie served on the Presidential Commission for the Study of Bioethical Issues. She was the 2010 recipient of AARP’s Inspire Award, was named in 2012 as one of Arizona’s 48 Most Intriguing Women, and inducted into The National Consortium for Academics and Sports Hall of Fame in 2013.
[/cs_text][x_gap size=”20px”][cs_text style=”margin-top:-20px;”][bctt tweet=”“You have to have gratitude for everything you’ve been given and everything you haven’t been given.” – Lonnie Ali” ][/cs_text][/cs_element_column][/cs_element_row][/cs_element_section][cs_element_section _id=”14″ ][cs_element_row _id=”15″ ][cs_element_column _id=”16″ ][x_gap size=”10px”][cs_text class=”hidden” style=”line-height:1;”][bctt tweet=”“If you’re going to be successful you have to lead. And you have to make tough choices.” – Rick Pitino” url=”https://davidnovakleadership.com/podcast/rick-pitino/” ]
Becky recalls a significant failure in her career. She was working with someone she respected to launch a new product. Becky thought they should do it in a specific way, but her colleague didn’t agree. Becky relented, and later a competitor launched the product her way with great success. Becky knew she was right but second-guessed herself. Despite the failure, she is grateful that it happened when she was young. She learned that the next time she needed to fight harder.
Have you ever experienced a failure? What did you learn?
If your colleague disagreed with you, how would you respond?
Becky has the following thoughts on recognition:
Feedback is a gift, something we have lost in Corporate America. Becky says, “If I am not giving you feedback, then I am not investing in you. If I’m not getting feedback, people aren’t invested in me.”
What is the best piece of constructive feedback you’ve ever received?
[/cs_text][/cs_element_column][/cs_element_row][/cs_element_section][/cs_content][cs_content_seo]Share this PostFree Leadership Insights
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Today’s guest is Lonnie Ali, the wife of legendary boxer Muhammad Ali. Lonnie is an incredible leader who has devoted her life to making the world a better place. In 1992, Lonnie incorporated and served as Vice President and treasurer of Greatest of All Time, Inc. or (G.O.A.T). Today she is a Lifetime Director and Vice Chair of the Muhammad Ali Center, a non-profit museum and cultural center that she and her husband opened in 2005.
Lonnie Ali has been active in various charitable causes including advocating for children’s rights and Parkinson’s disease research. From 2010 to 2013, Lonnie served on the Presidential Commission for the Study of Bioethical Issues. She was the 2010 recipient of AARP’s Inspire Award, was named in 2012 as one of Arizona’s 48 Most Intriguing Women, and inducted into The National Consortium for Academics and Sports Hall of Fame in 2013.
“You have to have gratitude for everything you’ve been given and everything you haven’t been given.” – Lonnie Ali Click To Tweet
“If you're going to be successful you have to lead. And you have to make tough choices.” – Rick Pitino Click To Tweet
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From Podcast Action Journal
Becky recalls a significant failure in her career. She was working with someone she respected to launch a new product. Becky thought they should do it in a specific way, but her colleague didn’t agree. Becky relented, and later a competitor launched the product her way with great success. Becky knew she was right but second-guessed herself. Despite the failure, she is grateful that it happened when she was young. She learned that the next time she needed to fight harder.
Have you ever experienced a failure? What did you learn?
If your colleague disagreed with you, how would you respond?
Becky has the following thoughts on recognition:
Feedback is a gift, something we have lost in Corporate America. Becky says, “If I am not giving you feedback, then I am not investing in you. If I’m not getting feedback, people aren’t invested in me.”
What is the best piece of constructive feedback you’ve ever received?[/cs_content_seo]
Today’s guest is PepsiCo North America CEO, Al Carey. Al is a 35-year PepsiCo veteran. He is responsible for leading PepsiCo Beverages, Frito-Lay and Quaker Foods in North America. Al Carey is well-known for his passion for customers and frontline associates, and has practiced servant leadership throughout his career. He is on the board of directors of The Home Depot and the Food Marketing Institute.
[bctt tweet=”“I like people who are aggressive and confident. But do they have humility? Will they serve the people that work for them?””]
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For leaders, confidence is so important. Al says if you can help young people grow in confidence, it’s amazing how they can perform. When people are recognized for having a good idea, it’s remarkable how it ripples in the workplace. (12:47-13:38)
How have you grown in confidence?
What ways can you recognize young members of your team?
When it comes to diversity and inclusion, some companies talk about it but don’t do it. Al says you lose out on market share if you don’t have diversity. You need diversity to have a good business. He is a firm believer that if you don’t have diversity in senior management teams, it’s hard to recruit talented, diverse young people. Being able to see yourself in leadership makes for an attractive company. (40:37-43:19)
How can diversity and inclusion be something that you do and not just something you talk about?
At 28, Matt Case is an entrepreneur and CEO of Luminas International. Matt is an exceptional leader who has started and led multiple companies before the age of 30. In today’s podcast you’ll learn how Matt dreams big and uses innovative technology to make a positive difference in the world.
[bctt tweet=”Don’t be afraid to dream big, don’t be afraid to take risks, and don’t be afraid to fail.”]
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As the CEO of Luminus, Matt’s job is to help others understand the brand’s vision. He wants his team to keep a “top down” focus, meaning they dream big but maintain focus on the present. He doesn’t want to over-extend the company’s capacity. (8:02-8:27)
How do you help your team maintain focus?
Matt says the one habit that helped him succeed is he’s never stopped learning. He tries to keep an open mind because things are always changing. (20:40-21:20)
What quality or principle has contributed to your success?
Margaret Duffy is a professor of Strategic Communication at the Missouri School of Journalism. She is also the Executive Director of the Novak Leadership Institute. The institute offers an innovative approach to leadership education uniquely rooted in the principles of strategic communication and advertising. Dr. Duffy is the founder and Executive Director of MOJO Ad™, a student-staffed advertising agency specializing in the Youth and Young Adult market (YAYA™) serving national clients such as AOL, Redbox, Hallmark, and U.S. Bank. As an award winning scholar, author and consultant, Margaret Duffy conducts research and advises media organizations around the world.
[bctt tweet=”“Every person is important to themselves as you are to yourself.””]
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Margaret has dealt with her share of challenging bosses. For those in this situation, Margaret says the best thing to do is try to help the person succeed (so long as your boss isn’t being unethical).
You can get noticed by teaching your boss how to do things the right way. Oftentimes, if Margaret helped her challenging boss, whenever he was promoted, she would get his job. (6:42-7:19)
Throughout your career, how have you overcome the difficulties of working for a challenging boss?
Margaret says the one soft skill every leader needs is self-awareness. Feedback is so helpful, even though it can be hard to hear if it is negative. Develop the ability to trust your colleagues. (19:12-20:24)
Do you consider yourself a self-aware leader?
How often do you ask your colleagues for feedback?
Steve Holmes serves as chairman of the Board of Directors for both Wyndham Hotels & Resorts, Inc., the world’s largest hotel franchising company, and Wyndham Destinations, Inc., the world’s largest vacation ownership and vacation exchange company.
Over the course of his tenure as Chairman and CEO of Wyndham Worldwide, Mr. Holmes led the global growth of a wide portfolio of renowned brands into what was the largest integrated hospitality company in the world. He is currently on the Executive Committee of the World Travel & Tourism Council and is an officer of the Board of Trustees of Bucknell University.
[bctt tweet=”“In the end, you want everyone around you to be successful. That’s the way the company becomes successful.””]
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Throughout his career, Steve has had to come up with answers on the spot which has helped him become more assured of himself. To be a good leader, you need to have to have confidence. (12:41-14:59)
Does confidence come easy for you or is it something you need to grow in?
In what ways can leaders develop in their confidence?
Steve says it’s important for leaders to be good listeners. If you don’t listen to others, it’s hard to be empathetic. When leading others, listen to them and react to what they need so they can be successful. (17:07-18:22)
In your opinion, who should determine what is needed for success: those being led or the one leading?
What role does empathy play in your leadership?
Tom Brady is starting his 19th season as the starting quarterback for the New England Patriots. Tom has won 5 Super Bowls, 4 MVP awards and has been selected to the pro-bowl 13 times. He has the highest combined regular and postseason winning percentage of any quarterback in NFL history. A leader both on the field and off the field, Tom launched TB12 Sports to help people achieve peak performance at any age.
[bctt tweet=”“I’m trying to be better today than I was yesterday.””]
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Tom Brady is starting his 19th season as the starting quarterback for the New England Patriots. Tom has won 5 Super Bowls, 4 MVP awards and has been selected to the pro-bowl 13 times. He has the highest combined regular and postseason winning percentage of any quarterback in NFL history. A leader both on the field and off the field, Tom launched TB12 Sports to help people achieve peak performance at any age.
[bctt tweet=”“When things don’t go right, I think about, ‘what can I do better.’ I try never to put it on other people.””]
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In professional football, if you’re the best, you’re gonna play. The competition pushes Tom to be the best version of himself. He has developed a healthy dissatisfaction with the status quo.
Tom says he’ll never reach the end because there is always room to get better. He knows it’s important to earn it every day. (24:36-25:22)
Do you feel like you make an effort every day to be the best version of yourself?
How can it affect an organization if team members have a healthy dissatisfaction with the status quo?
In Tom’s experience, managing conflict involves having a healthy respect. There will be situations when not everyone agrees, but it’s important to respect the others’ opinions and decisions.
It’s a good idea to be careful with your words because once they are out, you can never take them back. Don’t say anything that you will resent later. (27:23-28:45)
What happens when team members aren’t open to differences in opinions?
Tom gives great advice on being respectful. How might you apply this to different areas of your life?
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