As business leaders, we are often caught up in dealing with things in real time. People rely on us to help solve immediate challenges and make quick decisions, all while pushing our team leaders to the next level. It is incredibly difficult to take a break from the work that is in front of us to strategically plan for the future. It’s a commitment to make something abstract the main priority. In Part 1 of this series, published last month, I wrote about my experience at the Tuck-WBENC Executive Program at the Tuck School of Business, how it lit a fire beneath me and what it means for our colleagues and partners moving forward. I want to take a moment to expand on this further.
Going into it this program, I knew the basics of what to expect. I knew we would work on business operations and marketing strategy, hear from various business experts, and learn about some of the challenges and solutions experienced by our peers. But what I didn’t expect, was that I would get so passionate about empowerment. Empowerment has always been a part of my purpose as a leader, but I discovered during this program that there was more I could be delivering and that my excitement for creating purpose runs deeper than I could have ever imagined.
During the program, we were asked to consider what legacy we wanted to leave and how we could continue to give back. In experiencing the ‘transformative’ moments my peers had during this program and thinking about my own leadership journey, it became clear to me how fascinated, and passionate I was about women empowering other women. I saw women being lifted by their peers. I saw breakthroughs because of the support and ideas being shared among the group. I saw very established women leaders let go of the “woman-doubting guard” they had been carrying and honestly realizing that they were right where they were supposed to be. It wasn’t just luck. It was hard work, dedication and focus, not happenstance.
So, there you have it. The legacy I want to leave is to become the best women leader I can be and intentionally work to support other leaders. It is a harsh society today. In an age of technology, transparency, and social media there is a lot of criticism on what we are all doing “wrong.” What if we stopped focusing on what we are doing “wrong” and start to focus on what we are doing right and how to continue to create opportunities and successes? Magic may happen.
What does this mean for all of you?
At M&IW, we are very passionate about our culture. It is essential to my sister, Jean, and I as Co-CEOs that we create an environment where our employees, leaders and executive teams feel empowered and empower others. To continue to build and sustain a culture free of criticism to let creativity thrive, one full of support even when mistakes are made, one that allows different types and levels of leaders — program leaders, account leaders, thought leaders, and people leaders – to all THRIVE. The best leaders really do see beyond what people currently are to what they have the potential to become. This applies to our clients and suppliers, as well, because we are in partnership together to create amazing outcomes through the power of human energy and live events.
I look forward to sharing the final part in this series next month in which I will dive deeper into our business and vision into 2019 and beyond.