Chris Mahl: I think the first both for the organization, and the customer, and the individuals is meaning. Do I have a meaning here in terms of this company’s mission, the products it delivers. Does it have a meaning, it has a broad definition it can be pure charitable so create a company that has meaning on that level. Sales Force taught us that for sure.
Chris Mahl: But also is what we’re doing in the world something that I can connect with as an employee or a board member that impacts the world. There are smaller solutions that are sort of specific to business and so as a leader having a sense of meaning and purpose and that being viable, and visceral to the people around you and the people you lead. But also in part to employees, folks that join a company want to know here’s our vision and this has meaning. This has purpose whether it’s changing an industry, changing a technology like we are doing something bigger than just being at a desk all day and be connected to that. So I have to say meaning is first.
Chris Mahl: I have to say the second thing is attraction. We really could be an attractive leader i.e. people want to learn from you, people want to work with you. I mean we’ve seen all kinds of leaders you know autocrats, drivers, people that are sort of short-term focused. How is it that you create a culture of attraction, that people are really energized by it. Hear good things about it, people’s careers develop there, the company has impact.
Chris Mahl: The last thing that I would have to say that leaders have to be cognizant of is development. The ones that I’m most attracted to, to me the people that join me I’m interested in their career development. Regardless of where they are in the company, whats the pathing, how does their voice get heard regardless of where they sit. How do I create a meritocracy which means that while I might have several hundred people or 1,000, or 5,000 someone with a smart idea can get to me.
Chris Mahl: I’m creating an environment with that brilliance because it can be anywhere in the company, it isn’t stifled five layers down. It’s a very old concept level five leadership which is how do I get behind you. I mean leading from the front which is important in terms of experience, but also standing behind people. Lifting up the folks who are working for you to success. They know that you’re behind them but really you’re empowering them, those would be the big success factors I’ve seen in leaders and have been able to experience myself.