Title: President

Legacy with Lori Tauber Marcus

Legacy with Lori Tauber Marcus


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Dave Carvajal: Many years from now Lori how would you like to be remembered?

Lori Marcus: You know I always get back to, I feel like so much what defines me is being a mother. I love my work I love everything I’ve done for work but one of the most important things in my life is being a mother. And one of the things about being a mother is I am always conscious of the fact of always trying to be a good role model. And I’ve always said that if you were too in n number of years from now, I’m going to cry, interview one of my daughters and you said who was the most meaningful person in your life, who was the person that really inspired you?

Lori Marcus: That without thinking about it that they would say “my mother. My mother really inspired me because she treated people well, she was smart, she was hard working, she showed us that you can be a working mom and be a devoted mom and successful executive. She tried to be a good wife and a good daughter and a good sister and a good friend. And did all of that with getting up at 5 o’clock every morning, trying to eat right and stay healthy”

Lori Marcus: and everything else that I hope they would say and they would recognize the charitable things that I’ve done, in terms of my community service with my non-profit board work. But the notion that they just wouldn’t even have to think about it, that it would just be me. And so I think first and foremost I try to live my life everyday in a way that n number of years from now that that is what my daughters would say but not just my daughters, people that i’ve worked with, people that i’ve known.

Lori Marcus: When they say who’s someone that’s really inspired you, that’s left a mark not just on the organization or the project but whose left a mark on you personally and someone who believed in you and brought out the best in you and teach you to be the best that you can be without thinking about it those people would say “Let me talk to you about Lori Marcus, because she was somebody that believed in me and she helped me become a better version of myself,

Lori Marcus: that’s ultimately I feel like how I want to be remembered. The projects that we work on, you know soda at subway or oatmeal at McDonalds, or Keurig hot or Keurig cold or riders on the peleton bike. All those things are all amazing and there really fun and it’s a privilege that we get to do those for a living. But the impact you have on others to me is really the greatest legacy that you can have in your life.

Success with Jim Madej

Success with Jim Madej


Financial discipline is 1 of 3 core business metrics taught at @generalelectric #leadership development #Insights [Click to Tweet]

Using six-sigma training @jsmadej ‏was able to turn around an underperforming program in 9 months #Insights [Click to Tweet]

“In your first 17 years, you’re still malleable as an executive.” – @jsmadej #Insights [Click to Tweet]

Jim Madej: To me, GE leadership development; I think there are a bunch of fundamentals right but I think there are 3 that are really really important. One is financial discipline. The company runs on a set of core business metrics that you’re taught when you’re 22 years old. This is what you’re driven to deliver. It’s also built on human resource systems and teams.

Jim Madej: They’ve been in the news lately trying to get to the next level of capabilities on those things. Then I think the third they brought in, kind of mid-way through my career, was six-sigma. Essentially productivity and driving productive discipline, data-driven analysis around what you’re doing, how you’re deploying your resources, etc… I got that base in my first 17 years you’re still malleable as an executive. And it was fantastic and I’ve been able to take that learning and bring it to the other companies that I’ve been with.

Jim Madej: More recently in my career with National Grid, I took an assignment on a big transformation project you know a thousand people. They were a big part of the group was missing their measurements so they would overspend the funding requirements of the program and under deliver the performance requirements of the program.

Jim Madej: I used those three core things I learned at GE: What’s my team look like? How do I deploy my resources better? Am I structured correctly? How do I structure it better to achieve the results? I ended up splitting the responsibilities of the departments then I got the metrics in place. Within a year we were delivering the performance and underspending the programs. That’s continued till now, so you know that took me nine months to get it in place and for five years it’s been working.

Jim Madej: The leadership development training at GE was phenomenal. Those were only a couple of examples obviously. You know when people ask me that question you know they say how do you perform? I’ve never missed a number and that’s GE’s training. You’re given difficult assignments, hard to make decisions in those assignments. But, if you know how to do the analysis and use your training you can meet your numbers.

Leadership with Liza Landsman

Leadership with Liza Landsman


Liza Landsman discusses the qualities of #leadership to look for when building your team #Insights [Click to Tweet]

“You can get anything done in this world as long as you don’t care who gets the credit” – Liza Landsman #teambuilding [Click to Tweet]

Look for people who are comfortable in their own skin. Security breeds great #leadership. #Insights [Click to Tweet]

Dave Carvajal: As you’ve built teams over time what are the leadership qualities that you admire the most, that you respect, that you look for in people as you build your teams and have led your teams?

Liza Landsman: When I think about building teams the leadership qualities I really look for are the following, One, I really like people who are insatiably intellectually curious. To me that’s sort of a signal of lifelong learners and people who will be open to learning from each other and learning from their own teams.

Liza Landsman: It’s really valuable in leaders for them to recognize they actually don’t know everything and that there’s a huge opportunity for them to learn from the people who are supporting them.

Liza Landsman: Second, I really look for people who recognize the truth that you can get anything done in this world as long as you don’t care who gets the credit. That to me particularly when working in large organizations is fundamental. It’s kind of that servant leadership that I think is really valuable.

Liza Landsman: And third I look for people who are really comfortable in their own skin. I think security breeds great leadership, it allows you to let other people’s light flourish and it also allows you to get over the fear of failure that is often the thing between a team and greatness.

Learnings 2 with Steve Johnson

Learnings 2 with Steve Johnson


The ABC’s of Life = “Always Be Curious” #Insights [Click to Tweet]

“If there’s something you’re doing and it’s not working, go deep quick, and pull the plug quick.” – @steve1johnson [Click to Tweet]

Be curious, ask questions, learn & don’t act like you know it all cause there’s no need to. #Insights [Click to Tweet]

Steve Johnson: I would be much more aware that you don’t have to know it all. And that is completely fine to ask lots and lots of questions and get advice early. I didn’t do that early enough.

Steve Johnson: Going back to the mentor question, I wish I had gotten mentors really earlier and I wish I’ve asked a lot more questions. And I felt that I was expected to know everything.  I’m hired for this role. Act like you know it.

Steve Johnson: Well, the reality is most people don’t know exactly everything about that role. If I could go back in time tell my 10-year old self, I’m like, “Just constantly be looking.”

Steve Johnson: One of the things I tell my daughter, “The ABCs of life were ‘always be curious’. Just be curious. Ask questions. Learn and don’t act like you know it all because there’s no need for it.”

Steve Johnson: Some of the best people, I mentioned Dave Goldberg earlier, I mean, he was always asking questions. And some of the best execs that I have worked with and found are similar. They are the most humble of people and are always interested in finding out a different way; learning a different way and understanding how some things are changing; what’s going on. So that would be my advice.

Steve Johnson: Everyone has failures and I always say, “Fail fast.” Over the years, there are tons of things that you look back, “Oh, man! That didn’t work.” I’m trying to give a very specific one.

Steve Johnson: I probably don’t want to do something from my most recent company but I know one in the past. We had a partner program. It was a different software company targeting a specific group of partners and we went at it, went at it and went too long, we should have shut it down quicker.

Steve Johnson: It’s not really very specific example. But the learning I took away from it was if there’s something you’re doing and it’s not working, you really should go deep on it quick and pull the plug quick because we went and spent a couple of years just – I don’t want to say wasting time. But fail fast, get through it.

Steve Johnson: In some cases, you don’t know. Some things take a long time to incubate. I understand that. So if you know that it’s something that takes more time, that’s different. That’s probably my biggest learning from that particular failure, and there are others that I have different lessons, but that was really… Don’t spend more time on it than it’s worth. Tried it, failed, move on, get to the next opportunity or try something else out.

Leadership with Jim Madej

Leadership with Jim Madej


Leadership is the innovative opposite of management #Insights [Click to Tweet]

Management is doing things the way they are always done. Leadership is finding innovative solutions for problems [Click to Tweet]

“You need to find a set of people and a set of qualities based on the position that can make a great team” @jsmadej #Insights [Click to Tweet]

Dave Carvajal: How do you make a differentiation between management and leadership?

Jim Madej: I find a lot of people are very comfortable being managers. And what that means to me is, you know i was given an assignment when I was given the assignment here’s the twenty things we did. So it’s my job to be a steward of those twenty things that I was assigned to do. You know fill in these charts, file these reports. I think leadership is in some ways the creative opposite of that, right?

Jim Madej: Which is your given a problem to solve: grow the business by 30{f7a32599756963b989bde631f1a44401cc789db6f847c3735c9e8f651be632a4}, cut 25{f7a32599756963b989bde631f1a44401cc789db6f847c3735c9e8f651be632a4} out of our procurement costs. And you have to find innovative ways to do it, including building a team, looking at in-source, out-source, different suppliers, looking at new designs. You know to me that’s leadership. You’re struggling to solve a different type of problem in a different way, then just doing it the way it was always done. Like I said, there’s room for both without question. Different types of businesses require different sets of those skills.

Dave Carvajal: When you think about leadership, Jim, what are some of the qualities you look at in people to help you achieve your mission and set your goals?

Jim Madej: My leadership philosophy is interesting. I don’t look for one thing. What I look for is what the position requires. I truly believe it takes a village. If you have a dozen people on your direct staff and every one of them has a specific set of characteristics you’re gonna get one answer.

Jim Madej: Conversely, if you have a procurement department at National Grid was a highly risk-oriented group, meaning if they screwed up they screwed up to the tune of massive consequences so I looked for a leader in that job,

Jim Madej: You know based on the characteristics and responsibilities of the assignment that was more of a prudent, reserved, steady state leader that knew how to organize his team very very well with a bunch of experts. I think you need to find a set of people and a set of qualities based on the position that can make a great team. And you need to put the structure around them to allow for them to prosper. So I think my leadership philosophy maybe a little different.

Success with Liza Landsman

Success with Liza Landsman


[email protected] exec Liza Landsman knows first-hand what it takes to lead international teams [Click to Tweet]

7 weeks into its launch, @Jet had 1 million customers #success #womenleaders [Click to Tweet]

Liza Landsman’s coach at @Citi taught her to view her career as a portfolio #Insights [Click to Tweet]

Dave Carvajal: So we’re here this morning Liza, thank you so much for joining us this morning, it’s great to have you. I wanted to get started, you know let’s talk a little bit about: who you are, how you got here, some of your greatest accomplishments and achievements?

Liza Landsman: I’m the chief customer officer at Jet. It’s cheating if you ask a mom what things she’s most proud of, by default I must say my two children. But professionally, I think really what we’ve accomplished at Jet over the last 13 months, since launch, is quite astonishing and certainly something I’m extremely proud of. So, a million customers by 7 weeks out, I think that puts us right between instagram and spotify in terms of speed to that number. Over $1 billion run rate in GMV by 10 months, 5 million customers at the 13 month mark, with 61 NPS score.  It’s not just that we’re growing fast and growing big, we’re also growing with love, which is a great place to be.

Dave Carvajal: And maybe we can take some time, Liza, and walk us through how you got to this place.  What was the mindset, what was the thinking, as you made decisions to move on in your career and progress to where you are today?

Liza Landsman: I was really fortunate fairly early in my career, I had a coach when I was at Citi Group who gave me an invaluable insight and frame for thinking about my career, which is to actually think about it like many people in finance think about the rest of the world – as if I were managing a portfolio. Think about the skill sets I wanted to acquire, the experiences I wanted to have, and what my non negotiables are, and to stop thinking about what job I want next or what role I want next. Just think about how I can make myself sort of more fit for purpose.

Liza Landsman: For me leading up to this role I’m really thinking about profound understanding of consumer, that’s been sort of a through line for a lot of the work that I’ve done, thinking about always the question of ‘in service of what?’ that is, “What greater good are we serving? But also what business purpose are the tasks in front of us?’

Liza Landsman: And, I think a lot of the work in finance and tech, which is really about the smart use of data, kind of all culminated in this role at Jet, which is such a marriage of where is the consumer now, and how do you extract insights from data to really deploy your capital from a marketing and operations perspective smartly.

Leadership 2 with Steve Johnson

Leadership 2 with Steve Johnson


“You have to move with speed, you have to be strategic, and you have to be open to new things” – @steve1johnson #Insights [Click to Tweet]

Purpose drives passion #Insights [Click to Tweet]

Companies get so caught up in numbers that they end up with employees that don’t align with their values #Insights [Click to Tweet]

Choose attitude over aptitude when hiring to get the most passionate people on your team #Insights [Click to Tweet]

Steve Johnson: So for hiring the right people I look at, this is not new but we look at the four quadrant; values on one quadrant and results on another. So your top right is high values high results.  And making sure as you’re hiring somebody, do they have the values that align with your company? And would you hire them on that?

Steve Johnson: And also conversely, if somebody was in the bottom left quadrant, low results low values, would you fire them? But they also then lead you to the next question. Do you have your values? Are they clear enough that you could hire and fire based on them?

Steve Johnson: And I think that’s what I see a lot of times in companies that you get so caught up in just trying to make the day to day payroll numbers survive that you forget that then you end up with people that don’t really align with what you want the company to be about. I was looking, life is too short to spend time with people that don’t have the right – if you’re not lined up in the same way and have the same values.

Steve Johnson: Then, that’s the other thing I would say – one of the biggest things I’ve seen with companies that don’t make it or have challenges is that they’re just not open. They think they know it all. They’re not open.

Steve Johnson: I mean, I’m constantly listening to people and learning. It’s just there’s always a different way and the world is changing. What used to be right 10 years ago is not right.

Steve Johnson: Enterprise software in the field is more into online sales and revenue that’s driven in a different way; constantly asking questions, constantly digging in, learning what’s new. It’s like, call it the SSO. You have to move with speed; you have to be strategic and you got to be open constantly to new things. Anyway, that’s what I look in hiring talent. 

Steve Johnson: The other thing aside on talent, I would say, is I choose aptitude, sorry, I had to choose attitude over aptitude. Ideally you want both but I found over and over and over some of the best people we had, the people in the early days that were super passionate about social, they have a much better chance of success than somebody that maybe had been this greater broader experience but they don’t really care about social, if it’s a Hootsuite world or pick the space, have someone that aligns that’s really, really passionate about you’re doing.

Steve Johnson: I think again, going back, I think purpose will help drive that passion.  If it’s a really clear purpose and what you guys are doing and what everybody is doing makes a difference. But yeah, can’t say enough about that.

Learnings with Jim Madej

Learnings with Jim Madej


Instead of only focusing on the output metrics, focus on the input metrics when dealing with #sales #Insights [Click to Tweet]

Even though he worked at big companies, @jsmadej always headed change, growth & transformation #Insights [Click to Tweet]

After being promoted numerous times at @generalelectric, @jsmadej moved on to @HessCorporation #Insights [Click to Tweet]

Dave Carvajal: Jim what a pleasure it is to have you here today. Thank you so much for being here.

Jim Madej: Thank you for having me.

Dave Carvajal: Tell us about yourself. Start from the beginning, give us a good sense of who you are.

Jim Madej: So I started my career, went to St. Michael’s college. Started my career at General Electric Company after college. Spent a total of 17 years there. Started off in the leadership program doing auditing, accounts payable, cash, account receivable. And then I went to a leasing division, spent 5 years there, promoted throughout for sales and sales management type jobs. Then I got transferred to the power systems division. Spent 6 years there, again a bunch of different jobs including building a business, starting a group, starting an international company for them.

Jim Madej: Got transferred back to GE capital integrating a bunch of companies. So did a bunch of different things at GE then got recruited out to Hess Corporation in the energy marketing division. Called on national accounts doing customer service and a bunch of sales, sales management type activities and then got recruited from there to utility where I spent the last 6 years running essentially all commercial operations.

Jim Madej: All the marketing, sales, procurement, environmental. A bunch of different activities. You know the interesting part about it for me is I worked at big companies. You know General Electric Corporation, Hess Corporation, and National Grid but I was always in assignments that were transformational, growth, change, building type of assignments. A lot of people look at my experience and say oh you’re a big company guy, I actually think the opposite. Yes, I worked for big companies but I work on projects and assignments and teams that build great growth, trajectory & transformation.

Dave Carvajal: What advice would you give someone starting out their career in sales?

Jim Madej: The process of learning and growing in your career and your relationships is extremely enjoyable, pay attention to it while it’s happening. Ask for help, find people you can talk to. You don’t have to know everything. Now-a-days there’s a lot of good tools out there. Salesforce.com Probably the simplest example of it. The tools tell you how to do your job. So use the tools and the capabilities of those tools to the fullest.

Jim Madej: My biggest pet-peeve with sales; people always pay attention to the output metrics, not the input metrics. And that’s a six-sigma, GE training example again. To get a lot of volume, orders, sales, revenue depending on how you want to measure it. All companies do it slightly differently.

Jim Madej: You need a lot of appointments and those appointments gotta lead to a lot of proposals, those proposals gotta lead to a lot of commitments and the commitments turn into volumes, revenues, orders, etc. So, you need to pay attention to the input metrics and make sure your spending your time very wisely on targeting and all those types of things.

Learnings 2 with Chris Hummel

Learnings 2 with Chris Hummel


Life is a mosaic of experiences that zig-zag all over the place #Insights [Click to Tweet]

A career doesn’t always have to be linear. Build up a “portfolio of competencies” #Insights [Click to Tweet]

“How you treat people demonstrates far more about you than it does about those people.” @Hummel_Chris #Insights [Click to Tweet]

Chris Hummel: So when I look at how I impart knowledge to particularly a much younger generation, I start with my daughter. The oldest of my three children is seven years old. I wish she would listen to my advice more. I wish I had better advice to give her.

Chris Hummel: But I really sit down with her and I say, “How you treat other people doesn’t mean you always have to give in; doesn’t mean you always have to listen to peer pressure.” Obviously, as a parent I’m very conscious of peer pressure. But I say, “How you treat people demonstrates far more about you than it does about those people.”

Chris Hummel: And that’s even when you don’t like people. That’s when they do something wrong to you. She’s a great microcosm. She’s just at that age as she’s gone beyond the infantile emotional reaction to everything and she’s now slowly starting to build relationships and look at the way the world goes.

Chris Hummel: And then the second thing I’m trying to do to her is I say, “Build a portfolio.” I don’t quite use these terms to her obviously. But, “Build a portfolio of competencies. Don’t worry so much about your career or that linear progression of what you do. Think about it as a mosaic.”

Chris Hummel: And so a great example is she sings. She sings all the time. She’s singing whether it’s Taylor Swift or whoever. She’s singing all the time.

Chris Hummel: But then she comes and says, “I don’t want to learn the piano anymore.” And I said, “Well, if you want to be a singer, it’s not just about your voice. Are you able to act, to perform? Are you able to understand music so you could play the piano or the guitar? Are you social enough so that you can understand the feedback and feed off that?”

Chris Hummel: And if you take that little microcosm of my little daughter, I guess she can’t be on the American Idol anymore but who wants to grow up and be a singer, how she does that isn’t a linear path. It’s going to be this mosaic of things that zig and zag all over the place. And hopefully as a parent, I can guide her through that.

Chris Hummel: And as a leader, as a friend, I try and do the same thing with my friends, my employees, my peers, bosses to say that same thing, that linear is great. And yes, there’s a part of life that has to be like that. But revel in, marinade in the joy of this mosaic of experience that’s just completely unique.

Chris Hummel: We talked at the beginning Irish-Italian kid from Boston, speaks fluent Russian, with German last name or what not, who else can go and say that? I’m sure there’s somebody out there. I didn’t plan it that way but it just sort of came that way and I’m very happy that it’s taking me to this point. Hopefully, I can help others do the same thing.

Leadership 1 with Thilo Semmelbauer

Leadership 1 with Thilo Semmelbauer


Building a great product is important; but building relationships with people really creates value #Insights [Click to Tweet]

An essential part of being a #Leader is getting to know and motivate the people around you #Insights [Click to Tweet]

“#Leadership starts with a vision. It can come from great inspiration or hard analytical work.” @ThiloSemm #Insights [Click to Tweet]

Thilo Semmelbauer: Well, I think leadership always starts with a vision, a plan, I think. It can come from great inspiration or it can come from hard analytical and strategic work but it always starts with clarity of vision.

Thilo Semmelbauer: And I think the second part is getting other people on board. And that ultimately, I think, great leaders have a way of getting to know the people around them and motivating them.

Thilo Semmelbauer: You can’t motivate people who are all motivated by different things unless you get to know them, which requires listening, learning, observing, communicating–all those things to really connect so you can’t do it by yourself.

Thilo Semmelbauer: So I think it’s that combination of knowing where you want to go and being able to, at the end of the day, get others to follow. I think that’s what leadership is all about.

Thilo Semmelbauer: There’s a deeper thing perhaps underlying leadership that I didn’t mention and you’re making me think about it now. I think it’s kind of at the basic level of caring. So what does that mean?

Thilo Semmelbauer: I mean, caring about people. The people are going to help you. The people, together, are going to make it happen. And if you don’t care about them, it’s not going to work as well. It’s only going to work for a short time period.

Thilo Semmelbauer: So there’s something I don’t know quite to how to put words around it. But the teams that I have built and the people I’ve worked with, it’s like a relationship. I care about them, I want them to succeed, they want me to succeed, and there’s a bond there, I think, that makes it special and sometimes makes it work and you can build magic together.

Dave Carvajal: And it’s amazing how that leadership, Thilo, has inspired so many people in their own leadership growth and how they choose to lead and the active decision that they make in understanding how to be a better leader, creating value in the world.

Thilo Semmelbauer: I hope so. There’s a lot of people that I’ve worked with over the years that I’m still in touch with that are in leadership positions and they call me and ask for advice and I give them what I can.

Thilo Semmelbauer: Most of it is within them and they maybe need some help bringing it out. And that’s very gratifying, to see people move on and do amazing things. That’s part of the fun for me.

Thilo Semmelbauer: Yeah, it’s building great products and having impact on people’s lives but it’s also the relationships with the people you work with that is very gratifying.