• Brief us about the inception of your career? What were your ambitions as a teenager?

Parts of my childhood were difficult; my father died when I was 14, my mother and I were homeless twice, and I was also unwell to the point of long-term hospitalization. These experiences shaped me, for sure, and along the way, I found individuals who steered me in the right direction, generously helped me and my mother, and provided support way beyond their professional obligation to do so. As I grew up, I sought out opportunities to give back and that drove me to becoming a certified trainer and coach, specializing in the application of teaming competencies to accelerate and elevate the results of teams across the world.

Along the way, I have helped thousands of people get the personal and business results they tried hard to achieve on their own, and it’s been an absolute privilege. Over the past twelve years, based in Los Angeles, I have really been able to hone my craft and put my skills to the test, coaching some of the most senior executives at Fortune 500 companies, start-up entrepreneurs, board members, and celebrities to truly unlock their full potential as individuals and with their teams. I have to say that I love doing this work and it explains why I get up at all hours of the night to speak to people and travel around the world to coach teams!

• What are the aims and ideals that guide you as you run your company?

The north star of our company is to help as many teams as we can unleash the latent value that is inhibited by poor teaming competencies. Teaming competencies, or teaming for short, are the contracts team members agree together regarding their mindsets, behaviors, and practices. Most teams don’t discuss these at all and they just work in a happenstance way on their priorities. Our research shows that this wastes up to 50% of the value of their work! Teams should work less hours, get exponentially bigger and better results, and enjoy the work they are doing. We are proud to be helping so many teams achieve just that every day. Internally, I want us to practice what we preach, be inclusive, innovative, kind to one other, and have a fully safe space to collaborate and achieve incredible outcomes. When we do that, we support our clients in the best possible way.

• As an innovative leader, how do you manage to inspire your team to innovate and think outside the box?

As an innovative leader, it has always been my utmost priority to firstly hire people I trust. We hire people to provide new viewpoints, competencies, and breakthrough ideas to our teams and I believe that being too authoritative is an indication that you don’t trust your team, or your own ability to run the company. You need to create a psychologically safe space in your team where all ideas are welcomed in meetings and people leave nothing unsaid. Some of our greatest innovations have come from interns at the company. There are far too many companies that reply on hierarchy and job titles and in a meeting of 15 people, only the same 2-3 voices are heard. Our ethos is that we’ve hired these great people, let them speak. I also know that the best answers come from the team, not just one person. I have a view, you have a view, and someone else has a view. Together we have the right answer.

• What were the challenges and obstacles you faced along the way?

Growing up was tough and I had a scarcity mindset with a limited social network. I know now that neither of those is helpful, especially in business today. When I am facing challenges and obstacles, I turn to the people I can rely on most; my amazing team. Being a Co-Exponential™ leader means you have an empowered team, and your team members are your peers who can help alleviate the burden that stress causes. A great leader acknowledges that he does not have all the answers, and that’s ok, but within his team, or extended team, together we’ve got this. Creating a safe and inclusive environment within a team empowers the team to speak up and say uncomfortable things, often the ‘elephants in the room,’ which can then unlock answers and help the team conquer those big hills together. We support our clients in getting 10X outcomes because it takes the same time to target 10X as it does a 5-10% improvement.

• What sets your company apart from the rest of the market? Do you believe in diversifying?

We don’t just say it, we completely believe in the power of the team. So much so, that we believe that anything is possible when the team is aligned. Our mantra is To The Power Of ^Team and that represents the exponential impact the right teaming behaviors have on achieving outcomes. It’s truly an amazing sight to unleash the latent value that sits within a client team and have them go on to achieve 10X outcomes. Through our team coaching – which is practical and business outcome-focused – we are able to show them what is truly possible when they apply our research in practical ways.

While many consulting companies try and fail to solve problems for a company, forcing solutions, ending an engagement with a phone book of recommendations, we facilitate the team through live discussions on their business priorities, using master facilitation and whilst simultaneously coaching new practices and tools to help them work more efficiently, joyfully, and impactfully. Our facilitation, tools, and practices are proven to help executives and teams hit their business goals in a faster and more agile way, freeing up time, alleviating burnout, and ultimately improving their lives. Who wouldn’t want that? I honestly believe that if more teams practiced this, it could transform society.

• Kindly mention some of the notable recognitions and accreditations received by your person and organisation?

In addition to my several certifications in behaviour change, Neuro Linguistic Programming and Executive Coaching, I have been featured in and won awards with CIO today, Mirror Review, CEO Today, and more. That said, the ultimate rewards for me is seeing the powerful impact we are able to help teams make, unlocking new ways of working, which make their work more joyful and supercharge their business results. The most important impact we have is the exponential impact we help our clients achieve.

• Where do you see your organisation in the years to come? How do plan to respond to the lows that followed the pandemic?

The pandemic really just highlighted a lot of the problems that had been unaddressed for years and taken as the norm. Many companies had plans for the future but never jumped in and started making practical and much needed changes, for fear of falling behind in the market. The pandemic forced everyone out of their comfort zone in a way we’ve never seen before, forcing innovation and new ways of working. Indeed, I wrote an article on how much it accelerated change and transformation in organizations. It was scary but also very exciting. We at Redefine Winning are always evolving and our extensive research always keeps us steps ahead. It’s our job to bring those ideas to the market in service of supporting our clients. We want to be able to share best practices and new ways of working with as many individuals, teams, and organizations as we can to help them have better work-life balance, greater enjoyment, broader diversity and inclusion in their teams, and ultimately 10X their goals and results! AI is the next big area and our research project in that space, along with the impact it will have on teams and teaming competencies is a must-read for leaders, managers, and team members alike.

• What is your advice to budding entrepreneurs who wish to kick-start their careers?

At one time in my life I was young and figuring myself out. I thought that the people who “made it” were the ones that had it figured out right away, with grad school plans lined up and such. What I’ve found is that there is an inherent success present in the entrepreneurial spirit. While many people go into a field simply for the sake of money, expectations, or status, entrepreneurs often start off with something they’re passionate about and perhaps even love. Unfortunately, that niche isn’t easily manufactured for many and takes quite a bit of trial and error. Entrepreneurs should love something so much that they’re willing to bring a unique selling point, one that brings something new to the table. You should love what you’re doing so much until the long hours, chasing clients, getting rejected, and potential months of stagnation become worth it and digestible. While it’s important to break the ceiling, you must also play by the rules set in place by the market. I’ve had many mentors in my life who’ve inspired me and given me the tools to eventually start my own business. Even though competition is at an all-time high and the market is saturated, young entrepreneurs have additional media tools and resources that I didn’t have. Take advantage of the internet at your fingertips! And lastly, be good to yourself because it’s the only way that both your success and longevity can be sustained.

• Brief us about the inception of your career? What were your ambitions as a teenager?

Parts of my childhood were difficult; my father died when I was 14, my mother and I were homeless twice, and I was also unwell to the point of long-term hospitalization. These experiences shaped me, for sure, and along the way, I found individuals who steered me in the right direction, generously helped me and my mother, and provided support way beyond their professional obligation to do so. As I grew up, I sought out opportunities to give back and that drove me to becoming a certified trainer and coach, specializing in the application of teaming competencies to accelerate and elevate the results of teams across the world.

Along the way, I have helped thousands of people get the personal and business results they tried hard to achieve on their own, and it’s been an absolute privilege. Over the past twelve years, based in Los Angeles, I have really been able to hone my craft and put my skills to the test, coaching some of the most senior executives at Fortune 500 companies, start-up entrepreneurs, board members, and celebrities to truly unlock their full potential as individuals and with their teams. I have to say that I love doing this work and it explains why I get up at all hours of the night to speak to people and travel around the world to coach teams!

• What are the aims and ideals that guide you as you run your company?

The north star of our company is to help as many teams as we can unleash the latent value that is inhibited by poor teaming competencies. Teaming competencies, or teaming for short, are the contracts team members agree together regarding their mindsets, behaviors, and practices. Most teams don’t discuss these at all and they just work in a happenstance way on their priorities. Our research shows that this wastes up to 50% of the value of their work! Teams should work less hours, get exponentially bigger and better results, and enjoy the work they are doing. We are proud to be helping so many teams achieve just that every day. Internally, I want us to practice what we preach, be inclusive, innovative, kind to one other, and have a fully safe space to collaborate and achieve incredible outcomes. When we do that, we support our clients in the best possible way.

• As an innovative leader, how do you manage to inspire your team to innovate and think outside the box?

As an innovative leader, it has always been my utmost priority to firstly hire people I trust. We hire people to provide new viewpoints, competencies, and breakthrough ideas to our teams and I believe that being too authoritative is an indication that you don’t trust your team, or your own ability to run the company. You need to create a psychologically safe space in your team where all ideas are welcomed in meetings and people leave nothing unsaid. Some of our greatest innovations have come from interns at the company. There are far too many companies that reply on hierarchy and job titles and in a meeting of 15 people, only the same 2-3 voices are heard. Our ethos is that we’ve hired these great people, let them speak. I also know that the best answers come from the team, not just one person. I have a view, you have a view, and someone else has a view. Together we have the right answer.

• What were the challenges and obstacles you faced along the way?

Growing up was tough and I had a scarcity mindset with a limited social network. I know now that neither of those is helpful, especially in business today. When I am facing challenges and obstacles, I turn to the people I can rely on most; my amazing team. Being a Co-Exponential™ leader means you have an empowered team, and your team members are your peers who can help alleviate the burden that stress causes. A great leader acknowledges that he does not have all the answers, and that’s ok, but within his team, or extended team, together we’ve got this. Creating a safe and inclusive environment within a team empowers the team to speak up and say uncomfortable things, often the ‘elephants in the room,’ which can then unlock answers and help the team conquer those big hills together. We support our clients in getting 10X outcomes because it takes the same time to target 10X as it does a 5-10% improvement.

• What sets your company apart from the rest of the market? Do you believe in diversifying?

We don’t just say it, we completely believe in the power of the team. So much so, that we believe that anything is possible when the team is aligned. Our mantra is To The Power Of ^Team and that represents the exponential impact the right teaming behaviors have on achieving outcomes. It’s truly an amazing sight to unleash the latent value that sits within a client team and have them go on to achieve 10X outcomes. Through our team coaching – which is practical and business outcome-focused – we are able to show them what is truly possible when they apply our research in practical ways.

While many consulting companies try and fail to solve problems for a company, forcing solutions, ending an engagement with a phone book of recommendations, we facilitate the team through live discussions on their business priorities, using master facilitation and whilst simultaneously coaching new practices and tools to help them work more efficiently, joyfully, and impactfully. Our facilitation, tools, and practices are proven to help executives and teams hit their business goals in a faster and more agile way, freeing up time, alleviating burnout, and ultimately improving their lives. Who wouldn’t want that? I honestly believe that if more teams practiced this, it could transform society.

• Kindly mention some of the notable recognitions and accreditations received by your person and organisation?

In addition to my several certifications in behaviour change, Neuro Linguistic Programming and Executive Coaching, I have been featured in and won awards with CIO today, Mirror Review, CEO Today, and more. That said, the ultimate rewards for me is seeing the powerful impact we are able to help teams make, unlocking new ways of working, which make their work more joyful and supercharge their business results. The most important impact we have is the exponential impact we help our clients achieve.

• Where do you see your organisation in the years to come? How do plan to respond to the lows that followed the pandemic?

The pandemic really just highlighted a lot of the problems that had been unaddressed for years and taken as the norm. Many companies had plans for the future but never jumped in and started making practical and much needed changes, for fear of falling behind in the market. The pandemic forced everyone out of their comfort zone in a way we’ve never seen before, forcing innovation and new ways of working. Indeed, I wrote an article on how much it accelerated change and transformation in organizations. It was scary but also very exciting. We at Redefine Winning are always evolving and our extensive research always keeps us steps ahead. It’s our job to bring those ideas to the market in service of supporting our clients. We want to be able to share best practices and new ways of working with as many individuals, teams, and organizations as we can to help them have better work-life balance, greater enjoyment, broader diversity and inclusion in their teams, and ultimately 10X their goals and results! AI is the next big area and our research project in that space, along with the impact it will have on teams and teaming competencies is a must-read for leaders, managers, and team members alike.

 What is your advice to budding entrepreneurs who wish to kick-start their careers?

At one time in my life I was young and figuring myself out. I thought that the people who “made it” were the ones that had it figured out right away, with grad school plans lined up and such. What I’ve found is that there is an inherent success present in the entrepreneurial spirit. While many people go into a field simply for the sake of money, expectations, or status, entrepreneurs often start off with something they’re passionate about and perhaps even love. Unfortunately, that niche isn’t easily manufactured for many and takes quite a bit of trial and error. Entrepreneurs should love something so much that they’re willing to bring a unique selling point, one that brings something new to the table. You should love what you’re doing so much until the long hours, chasing clients, getting rejected, and potential months of stagnation become worth it and digestible. While it’s important to break the ceiling, you must also play by the rules set in place by the market. I’ve had many mentors in my life who’ve inspired me and given me the tools to eventually start my own business. Even though competition is at an all-time high and the market is saturated, young entrepreneurs have additional media tools and resources that I didn’t have. Take advantage of the internet at your fingertips! And lastly, be good to yourself because it’s the only way that both your success and longevity can be sustained.

How would you describe your journey? Brief us on the inception story of your career.

In addition to my corporate and philanthropic roles, including CEO, I have served four US Presidents and two Governors, as well as a US Ambassador and UN Delegate.

I have turned around businesses, teams, non-profits, political campaigns, and government projects, solving their seemingly intractable problems. I learned that the key to course-correcting when things go South is strategically evaluating everything with authority and humanity.

In 1984, I embarked on an extraordinary journey in politics and innovation, kickstarting my career at the early age of 19 at the Department of Education under President Ronald Reagan. I became a student spokesperson for the Administration’s initiative to privatize college loans and had the incredible opportunity to join my first foreign delegation.

In 1986, I took a position in technology transfer policy in the Office of the Secretary of Defense. Later I was recruited to the White House Office of Presidential Personnel, where I had the opportunity to witness historical moments unfold as both Margaret Thatcher and Mikhail Gorbachev visited.

In the evenings and on weekends, I pursued a Master of Arts in National Security Studies while working full-time. As the Reagan era drew to a close, a remarkable opportunity presented itself when I was asked by Dr. Craig Barrett, then Senior Vice President of Manufacturing at Intel Corporation, to join his ranks as a technical assistant and trouble- shooter. Under Barrett’s mentorship, I was tutored in applying manufacturing processes to solve complex problems across business, government, and philanthropy.  Later, Craig would succeed Andy Grove as CEO and Chairman of the Board.

For those intrigued by the tales of transformation I have spearheaded over the last 30 years, I invite you to delve into my Wall Street Journal and USA Today bestseller, “Turnaround: How to Change Course When Things Are Going South.”

Enlighten us about your role in the organisation you are leading / associated with?

I recently accepted the position of Chair World in 2050, the global futuristic think tank of the Diplomatic Courier.

The Diplomatic Courier, founded by CEO Ana Rold, is the flagship media network and magazine for top diplomats in Washington, DC, New York, Brussels, Geneva, and 182 countries worldwide.

World in 2050 was created to address how major global forces such as demographic changes, resource stress, technology advances, and economic power shifts will affect our future. To date, they have convened over 20,000 multi-national stakeholders and futurists in the public and private sectors, answer challenging questions about the future of society and galvanize solutions through uncommon collaborations.

The organization models outcomes using a spectrum of signals, opinion polling, social sentiment, and megatrends, including:

• Exponential technologies radically reshaping the world.
• Climate change disrupting our lives.
• The future of the workplace caring more about skills.
• Societal distrust and fragmentation surging.
• The weakening of democracy and the rule of law.

Where do you find inspiration? What motivates you to work harder?

I’ve always had a strong urge to fix things and solve problems others couldn’t. What motivates me is the people I meet and their dedication to working together to make a difference.

I am fortunate to have a strong and supportive spouse, a fantastic daughter, and a close-knit family. They fuel my desire to give back.

Kindly mention some of the notable recognitions and accreditations received by your person. The Ten Most Ambitious Women in Business to Follow, Insight Success 2023Top Five Women Leaders Revamping the Future! CIO Times · Dec 2022

10 Most Influential Business Leaders in 2022, CXO Magazine, Nov 2022WSJ and USA Today Bestseller2023 Gabby Book Awards (Leadership)2022 International Book Award (Business Management)2022 Axiom Silver Award (Business Disruption/Reinvention)16th Annual National Indie Excellence Awards (Business Leadership)PR News Top Women in PR for 2015PR News Top Women in PR for 2015100 Women in STEM100 Women In STEM, STEM Connect, 2012

What is the one thing you wish you had known about women in your line of work before you started working?

When I began my career, I was fortunate to have a White House job where I saw thousands of resumes. Being able to study the resumes of women I admired provided an unexpected advantage in shaping my career path and understanding the criteria for success.

Today, LinkedIn makes that information public to everyone.

Here are two of my top tips:
Pay attention to the routes women took to accomplish similar goals. Doing so will help you discover multiple pathways.

Pay attention to the qualifications and credentials these women (and men) accumulated, e.g., certifications, graduate degrees, overseas experience, language training, fundraising, management, public speaking, or publishing.

Do you believe it is compulsory for a woman to manage a household alongside her work?

Marriage is a partnership between equals. As women progress in business and government, household responsibilities can be shared between spouses to accommodate their career advancements.

We are fortunate that families are finding external resources to support their needs today, freeing up valuable time for mutual assistance and childcare.

Parents are also stepping forward to assist their adult children. You may recall that the Obamas had Michelle Obama’s mother live with them at the White House to ensure the girls had additional support and oversight.

The good news is that I have even seen men prioritizing their wife’s corporate or military careers over their professional options, taking a step back so a successful spouse could move forward.

As a woman, what has been the highlight of you career? What are the changes you wish to make for the better in your professional life post-pandemic?

Being appointed US Ambassador to the Aichi World EXPO 2005 was an extraordinary privilege for me. It was my greatest honor to convey hope, optimism, enterprise, and freedom. Collaborating with representatives from various nations, I focused on fostering economic growth and facilitating foreign direct investment into the United States. I take great pride in the opportunity to contribute to these critical endeavors, working alongside my international counterparts.

Currently, my attention is on empowering and supporting the next generation of leaders and organizations dedicated to addressing the most pressing global challenges. I engage in various roles, including being a keynote speaker and author. Additionally, I proudly serve as a Distinguished Fellow at Hunt Institute for Engineering and Humanity at the SMU Lyle School of Engineering in Texas and hold the position of Chair at World in 2050, a futuristic think tank.

Brief us on the pandemic’s changes to your sector and your market. Has the work-culture altered?

Having transitioned from being a CEO to more actively mentoring aspiring female executives, I have observed an intriguing trend among those in their mid-30s and early 40s. Many opt out of executive positions and explore new avenues as speakers, coaches, and authors. This shift is often motivated by a desire for increased flexibility in their lives and to discover their true purpose and passion.

The unique circumstances brought about by the Covid pandemic have allowed many working mothers to step back from the daily distractions and focus on what truly matters to them, whether personal goals or making a meaningful impact in their communities.

What words of wisdom/ inspiration/ advice would you offer to the next generation of female leaders?

It may feel like your life is constantly in flux as you experience ups and downs. The key is recognizing that you can recover even in the face of the most challenging circumstances. You can regain your strength, bounce back, and continue progressing.

It amazes me to  see how many leaders respond negatively to my question when I ask them, ‘do you conduct regular 1:1 meetings with your direct reports and team?’

They tell me they have kept an open-door policy where their team knows they can reach out anytime. And these are the same leaders who are later shocked to hear their employees quitting.

And some leaders conducting 1:1 meetings with their teams are doing it wrong, just like I did in the early years of becoming a first-time manager.

I remember, early on in my career, when I first got into the manager’s role, there was a concept called management by wandering where managers would go around the office, check what was happening, and speak individually to people while on the go. That concept slowly developed into structured 1:1 meetings, and I began conducting these 1:1 meetings. But my attitude was, “be fast and finish telling me your problem so I can give you my solution.” The 1:1 meetings focused more on what I wanted to say to my people rather than hearing them out.

Most leaders fall prey to the ‘me’ trap. They feel it’s about their day, emotions, feelings, results, and thoughts. Later, I learned that these 1:1 are for my people. It’s all about them.

Many leaders are consumed by the transactional nature of their job that they become more task-oriented than people-oriented. I have always encouraged my coaching clients to be leaders who get to know their employees more as human beings, not just task completers. Too often, leaders get so caught up in the day that they forget their reports are people with feelings.

In our age of hybrid working models, creating an emotional connection between you and your team is necessary.

An “open door” policy doesn’t cut it. As a leader, you must reach out to your team, not the other way around.

To be a great leader and influencer, consider giving every employee you manage at least 30-60 minutes of your undivided attention. This is the most crucial time of your day. Your people must feel like they’re heard and supported every week. Make it about them and their needs. Tell them your stories of success and failures. Become a mentor to them during these individualized discussions.

Leaders must know their reports personally as well as professionally. It means doing at least a little something for their birthday, knowing preferences that come up daily (she likes tea, not coffee), genuinely asking about their kids, their spouse, or their pets, and noticing when something is off. If someone is overly tired or uncharacteristically upset, inquire if they want to share and listen.

When you create a structured time for your 1:1, you will require two significant elements:

1. Preparation. I am not talking about the agenda or task you want to discuss. I am referring to emotional practice. If you do not prepare emotionally, your ego, negativity, stress, and tensions will arise during these individualized meetings. Dynamic equilibrium is your ability to stay clear-headed and see the situation as it is. It helps you bond deeply with your employees.
2. Reflection: Post-meeting reflection on your 1:1 should be addressed. Often when the meeting ends, that is where the creative ideas die or are put on the shelves with no further actions taken. Your team member might have shared a personal or professional concern. You must reflect on it, write it, see what help can be provided, and get back to them.

Meeting frequently and individually with team members can require a significant time investment but can help build great rapport.

A leader’s job is never to get the results directly. A leader’s job is to empower and inspire their people to work towards the outcome. And investing your time in your people through individualized meetings can go a long way in making you a great leader.

By you taking the time to connect individually with your team personally, you are sending out a strong message that you care about them. You are telling them through your actions that they are important to you.

During every coaching session, I emphasize to leaders the importance of connecting with their team beyond team offsites and lunch meetings. The individual attention that your team receives goes a long way in achieving great outcomes together.