Success Story – Huey-Tien Tan

Originally Published December 17, 2017

In my previous two articles, the foundation for this series was set. Now I get to the fun part! We get to hear from people who are out in the world, making a difference, working with and implementing successful enterprise solutions. The first person that I get to introduce is Huey-Tien Tan (https://www.linkedin.com/in/hueytien/). Starting with Huey-Tien is an honor as she, to this day, still has a profound impact on my success. Let’s start with some background on how I know Huey-Tien. 

March 1st, 1998, I was privileged to begin employment at J.D. Edwards (a company that was purchased by PeopleSoft in 2003 and within less than a week Oracle announced that it would take over PeopleSoft). This was when the OneWorld Enterprise Resource Planning (ERP) software was in it’s infancy. That product is now known as EnterpriseOne. Huey-Tien had already established herself as one of the first and best support staff for a new administrative role, coined by J.D. Edwards – Configurable Network Computing (CNC). Huey-Tien was among the first group of 4, who were the only ones in the world to be given the title of J.D. Edwards CNC Professional. This term of a J.D. Edwards CNC is far more than just a normal ERP System Administrator. A J.D. Edwards CNC professional needs to be able to perform Database Administrator (DBA), Operating System (OS) administration, WebLogic and/or WebSphere administration, network configuration and administration, and many other technical tasks required to ensure that the software is communicating with the database using the right ports while also working with the Java Application Server (JAS) interface, and ensure that the software middleware is properly configured to handle expected user load.

Fast-forward to December 2017 and Huey-Tien has mastered the J.D. Edwards CNC skills like few others have. She really is a solution architect and can troubleshoot EnterpriseOne problems with precision, speed, and accuracy. 

The J.D. Edwards software is the enterprise solution that has provided Huey-Tien with an unparalleled measure of success. This is true for her personal career, and for those companies with which she has worked over the years.  Having over 20 years’ experience with the product her experience vast.

Huey-Tien now calls Oshkosh her professional home and has been a Sr. Technical Analyst for Oshkosh (https://www.oshkoshcorp.com/) since August of this year.

When I asked Huey-Tien how she defines success, she shared that she thinks of success in two ways:

• Becoming a subject matter expert (SME) to the point where +90% of any difficulty that may be experienced with the product is something that she can resolve without any assistance from the vendor (Oracle in this case). Over the years, as the EnterpriseOne software has been advanced by Oracle, to keep up with leading business technology, Huey-Tien has been able to keep up with how to implement the latest technology solutions (i.e. Internet of Things, Application Integration Service, Mobile Applications, etc.).

  Before Huey-Tien was a Sr. Technical Analyst for Oshkosh, she did a lot of work as a consultant. In this role, the second way she defined success was when a client would seek her out for additional work after a successful project. She saw the biggest compliment that she could have as a consultant was that the client would hand her a project charter and goals (unsolicited), and give her the freedom to define the details of the scope and implementation timeline.

When asked if should could share who would be one mentor that she would attribute to having a huge influence on her success, she did not hesitate to point out Allen Jacot. Allen was her cohort at J.D. Edwards and was also among those first 4 to ever learn how to be a J.D. Edwards CNC Professional. Huey-Tien mentioned that when she decided to go out on her own as a consultant, Allen handed her the first engagement and coached her to success through the experience. Allen has always made himself available for Huey-Tien.

Consistent to what was mentioned in earlier articles, Huey-Tien wants to clarify that she does not see success as anything that is a final destination. It is the accomplishment of the next goal that you have set before you, and as you reach that goal it is time to set the next goal for growth.

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

John Bassett - Success Story

Originally Published December 22, 2017

In the middle of the Midwest state of Ohio, just a bit north of center, you will find the small town of Mansfield. This small, and thriving metropolis is home to a number of great finds. Among them is one of the founders of a consulting firm with a reputation of being a “best of breed” in the core competencies of their foundation. John Bassett (https://www.linkedin.com/in/john-bassett-a23328111/) grew up in the Midwest and still calls that region home. A graduate of The Ohio State University with a Bachelor’s of Science in Management Information Systems.

John began his professional career working with a loan origination/title software company, helping to develop their software solution. He then had a stint as a Novell Certified professional setting up Wide Area Networks (WANs) and Local Area Networks (LANs). This included coding for fire alarm systems that had to maintain operational integrity in the event of loss of a user interface to trigger the alarms. From there he became a network administrator for a company that ran JD Edwards software. These roles among others has now led him to being a principle owner and CTO for Global Systems Integrations, Inc., also known as GSI (www.getgsi.com). 

The history of GSI is very interesting and there will be additional opportunities to get more insight into its foundation from the other two principles in other articles. From John’s perspective he started as an independent contractor in 2004 under the company label of Enterprise Solutions of Ohio. Through that experience he connected with Shawn Scanlon in 2006 to form Enterprise Solution Partners (ESP). This is where he first experienced the need to hire team members, grow a company to sustain payroll, and begin to lead people. In 2008 ESP merged with Global Systems Integrations, Inc. and the three principles have been driving a successful partnership for 9 years now.

Currently, as CTO of GSI, John has responsibilities of co-leading this company that is closer to a mid-sized organization and has been recognized twice by Inc. 5000 Magazine as a “fastest growing company” in the America. However, even now, he sees one of the greatest successful enterprise solutions of his career has little to do with an actual software implementation and is more focused on giving to and sharing with others. He was a primary catalyst in the formation of what has now become a series of free WebCasts provided by GSI that include topics around JD Edwards (functional use and administration), NetSuite, Database Administration, RapidReconciler, Cloud services, and Salesforce administration. John is quick to credit other key people in making these WebCasts a success. What he does not say (but I will), is that his leadership draws others to him and helps others around him want to see his visions come to success. That is what has been a major contributor to this solution of successful, free WebCasts.

I asked John to give me the name of one person who has had a significant, professional influence for him. He mentioned Thomas Schwab (https://www.linkedin.com/in/tom-schwab-7606326/) who now serves as President of Solutions and Services for Encore Technology Group. The way Thomas communicates with others in a professional setting is something that John seeks to put into practice when interacting with those around him.

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

Success Story – Shawn Scanlon

Originally Published December 31, 2017

We all know one of these people. They are the ones, who always greet you with a smile, a firm handshake, and an embrace. Their good nature and sense of humor are contagious. It is in their DNA to connect with others in a friendly, disarming manner. This is the epitome of Shawn Scanlon (https://www.linkedin.com/in/esperp/).   Shawn is a 1998 graduate of Michigan State University, with a Bachelor’s of Science in Computer Engineering and one of the principle founders of Global Systems Integrations, Inc. (www.getgsi.com) AKA GSI. GSI, under the three principle owners, is rightfully ranked as one of the top consulting and managed services firms within their core competencies. 

Early on in Shawn’s professional development he worked in small companies with the role of “Network Administrator”. He did not wait until he was done with his degree to enter the workforce as a IT professional. As many of us who grew into our IT careers starting in the 1990s through today, we all know that this kind of role in a small to mid-sized company almost always entails tasks and duties beyond the title. So, yes Shawn learned and was involved in building out networks for corporate computing, but he was also instrumental in implementing data centers, building web-site content, developing and supporting software solutions (i.e. CAD, home-grown towing and transportation solutions, etc.), and mapping out IT services for corporate acquisitions.

In the year 2000 Shawn was hired at JD Edwards, went through their 2 week “Expedition: Install and Configure B7331” immersion training, and became a Configurable Network Computing (CNC) consultant in the mid-west region for JD Edwards. Shawn quickly realized that as someone beginning in this role, he did not have all the answers, and needed help along the way. Clients were paying a significant amount of money for the job that was expected to be completed with efficiency and effective results. This is the time where his network within the JD Edwards community had it foundation. Shawn is quick to give credit to individuals like Chris Haraf (https://www.linkedin.com/in/chris-haraf-b4261a5/) who would always answer when called, Michael Guerra (https://www.linkedin.com/in/michael-guerra-621695/) who had written many of the initial technical documents for OneWorld CNC and also answered whenever his phone rang, and Gurbinder Bali (https://www.linkedin.com/in/gurbinderbali/) who was instrumental in helping Shawn understand the nuances with the HTML installation and configuration. This is just to names a few of the many individuals who Shawn looks to as keys to his success. 

Shawn took the step, in 2004 to become an independent CNC consultant under the company name of Enterprise Solutions Providers. As a sole proprietor, he learned some valuable lessons about business. Many of those took him out of his comfort zone and he had to learn to make sure he found a way to get the tasks done, build relationships, document processes, and connect with others who needed the skills he provided. He also found the value of partnerships. In 2006 he partnered with John Basset (https://www.linkedin.com/in/john-bassett-a23328111/). In this partnership, John and Shawn built a small business, hiring a handful of consultants and some administrative help. In July 2008, Shawn and John expanded the partnership and join with Kevin Herrig (https://www.linkedin.com/in/kevin-r-herrig-ab8292a/). These three are the principle founders/owners of GSI as it is today.

Currently as Executive Vice President of GSI, Shawn is working to help expand GSI’s consulting and managed services offerings for NetSuite. I would highly recommend going out to the GSI website (https://www.getgsi.com/netsuite-webinars) to see some of the exiting things GSI is doing with this emergy practice.

When asked about success stories, he wanted to share some key lessons learned from the successes he has experienced. His success was more about the people with whom he had connected and less about his own accomplishments. Here are some lessons Shawn shared from successful experiences:

• If you want your team to succeed, help them find solutions to difficult problems and let them take all of the credit...help others become the subject matter experts

• Be persistent in seeking to find the resolution to those technical issues that others cannot seem to locate, and do not hesitate to escalate issues as necessary

• Finding the right people with whom to work; make sure they share your vision and passion, are compatible with your team, and driven by a desire for excellence

• Understand that difficult times will arise and there will be struggles, some struggles may seem insurmountable, stick to what you know is right, through it all

• Be willing to take risks and allow others to push you beyond what you thought was possible

As GSI’s NetSuite practice grows, Shawn has been given the opportunity to lead that charge. Knowing that there will be many lessons to learn, he is excited by what the future has in store. This is just one more example where he gets the opportunity to take a risk, find the right people, help others be successful, and guide those who seek to find resolutions to difficult problems.

Shawn credits many people who have mentored him. He looks to John Bassett who took the initial leap-of-faith to partner with Shawn as he left JD Edwards. John and Shawn invested together in ESP and began hiring their first employees. Chirs Haraf and Michael Guerra spend countless hours with Shawn early on in his career as a CNC at JD Edwards and was critical in helping him overcome the obstacles he had learning JD Edwards from scratch. Kevin Herrig is the catalyst that pushes Shawn out of his comfort zone, provides mentoring and helps him to succeed. Additionally, he credits David Telford (https://www.linkedin.com/in/dwtelford/) as the manager that took a chance and hired him on at JD Edwards in 2000 when Shawn had never heard of a JD Edwards as a product and didn’t even know an AS/400 existed.

You can learn more about Shawn by following him on LinkedIn and going out to www.getgsi.com to see what is going on these days at Global Systems Integrations, Inc.

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

Success Story - Sandeep Dixit

Originally Published January 7, 2018

Success Story – Sandeep Dixit

Ask yourself this question, “What is leadership?”. There are likely just about as many answers as there are readers of this article. From my perspective, leadership is much more an art than it is a science. We can study the science of management in our colleges and universities. Nearly every university in the United States has a Masters in Business Administration (MBA), Masters of Science in Management (MSM), or some other variation of a master’s program that will teach about managing a business. Good and well defined practices of business management are important. 

I would suggest that leadership far outweighs good management practices. Leaders are those who inspire, show authentic care for, and connect with others. I have heard it said, by those who love their leaders, that they would follow those leaders to the gates of Hell, if that is what it took to help accomplish the leader’s goals.

I met Sandeep Dixit (https://www.linkedin.com/in/sandeep-dixit-8595222/) in 2010 when we worked together on a project. My involvement with that project was less than 2 weeks, but in that time Sandeep left a lasting impression and influence. Through the course of our conversation that we had just this past week, I still experienced his genuine care for me. This care that Saneep shows is a chief attribute of a great leader, someone who loves others and loves helping others strive for significance.

Sandeep had his formal education in India. His undergraduate degree was earned and Delhi University (http://www.du.ac.in/du/), and his post-graduate degree is from The Institute of Chartered Accountants of India (https://www.icai.org/). He has worked for companies in India, Dubai, Canada, and the United States.

Sandeep is quick to state that success is a journey and not a destination, it is a life of striving for excellence. In looking back on his career, he clarified that he did not seek out the occasion to move from one company to the next over the years, but the opportunities were presented to him and he felt that it was in the best interest for him and his family that he pursued them. He is now stepping into the role of an entrepreneur and has set before himself a new set of challenges. He did have other offers to be employed with other organizations, but Sandeep really wanted to pursue his passions. He believes he can add the most value to businesses where their leadership is striving to be at the forefront of their industry while mitigating their risk in this ever-growing world of technology. Sandeep believes that he can provide a greater level of accomplishment for clients if can focus on his own methodology and approach. He also is confident that he can provide a more competitive price for these services.

Sandeep will be focusing on helping companies work through their digital transformation. His initial, primary areas of strength are dealing with risk management closely tied to fraud identification/protection. He has set a goal for himself to have a team of 4 – 5 individuals working from a an office space, all by the end of 2018. Sandeep has already laid the groundwork for his new endeavor by spending time making connections in India, Canada and the US.

The enthusiasm about new technology that Sandeep sees in the Millennial generation is something that he admires and seeks to emulate. He provided an example of just how quickly his 18 year old daughter was able to learn about and teach him tricks and tips on the feature and use of his new Apple Watch. That ability and desire to embrace, and adapt to change is something that Sandeep seeks to help companies pursue. This millennial generation, which is in their early stages of joining the workforce, will be motivated to work with and for companies with a passion for innovation. This will include adoption of mainstream technology, as part of their corporate culture. Sandeep believes that this will be instrumental for growth in the global business community.

What drives Sandeep even more that wanting business success, is his desire to help others who need a “hand up” in life. He acknowledges that not everyone has the same access to success and significance that he has experienced. There are those who grow up without parents, and he wants to be able to make a difference in their lives. Among his personal relationships are people who work with non-government organizations (NGOs) that reach out to children in rural parts of India. The people in these areas are embracing newer technology at a frantic rate. They are excited to be introduced to these opportunities and have a chance to provide for their friends and families. 

At the core of who we are, a vast majority of people want significance. Throughout history, in times of war and peace, when people connect with others across cultures in a genuine, authentic, loving, caring manner we will all see that we are not that different. Our politicians and/or governments may seek to highlight areas of difference. These differences may be true of those individuals who running the countries, but are not necessarily true for the “everyday” people. Sandeep has seen how people in India, Dubai, and the Americas all want to be part of a family and/or caring group of friends. We all have the desire to be embraced emotionally and physically by one another, even when there are a differences of opinion. He noted, that in India, when you are connected to a family or group of friends, there is an open invitation that any time you visit you are welcome to stay for hours, enjoy a meal together, and know that you have been well loved before you leave their presence. These are the kinds of connections that Sandeep seeks to build with others, and will have as part of how he runs his organization.

When asked about a significant mentor in his life, Sandeep’s first thought is Brian McKenna (https://www.linkedin.com/in/brian-mckenna-7ab47a2/) who is a Partner at Deloitte, Canada. Although Sandeep never reported directly to Brian, Brian took the opportunity to get to know Sandeep. Brian taught Sandeep to look at business as building relationships. It is through relationships and making genuine connections that you can display your value and grow business partnerships. 

If you are interested in getting to know more about Sandeep Dixit and where is career and aspirations are taking him, feel free to reach out and connect over LinkedIn (https://www.linkedin.com/in/sandeep-dixit-8595222/). You will find a man who is genuine, authentic, and truly cares for those around him.

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

What is Success – Words have meanings

Originally Published January 14, 2018

“Success” – noun

1530s, "result, outcome," from Latin successus "an advance, a coming up; a good result, happy outcome," noun use of past participle of succedere "come after, follow after; go near to; come under; take the place of," also "go from under, mount up, ascend," hence "get on well, prosper, be victorious," from sub "next to, after" (see sub-) + cedere "go, move" (from PIE root *ked- "to go, yield"). Meaning "accomplishment of desired end" (good success) first recorded 1580s. Meaning "a thing or person which succeeds," especially in public, is from 1882.

Throughout the history of the word “success”, it focuses on going, moving, go near to, take the place of, and various other forward thinking and goal oriented notions. There is the idea of achieving a desired end, but the meaning of this word has never been associated with quitting or halting upon reaching that desired end. 

Some have heard “success breeds success”. This phrase rings true on many levels. First, all it takes is one successful experience (no matter how small), to build the desire to experience a greater success. Understanding the work, diligence, and effort it takes to have that first taste of victory helps drive us to work even harder to feel it again and again. Second, people who want to increase their success will surround themselves with and seek advice from others who are successful. Third, those who have a history of success want to help others who are working towards greater success.

This takes us to our next word of focus.

“Leader” – noun

Old English lædere "one who leads, one first or most prominent," agent noun from lædan "to guide, conduct" (see lead (v.)). Cognate with Old Frisian ledera, Dutch leider, Old High German leitari, German Leiter. As a title for the head of an authoritarian state, from 1918 (translating Führer, Duce, caudillo, etc.). Meaning "writing or statement meant to begin a discussion or debate" is late 13c.; in modern use often short for leading article (1807) "opinion piece in a British newspaper" (leader in this sense attested from 1837). The golf course leader board so called from 1970.

The origins of the word “leader” finds its meaning tied to “one of first or most prominent”. A leader will be among the first in attempting and driving towards the completion of a goal. A leader is “to guide” or “conduct”. Who are you willing to allow in as your guide, who will help conduct your aspirations?

Now I want to put these words together, success and leader. To succeed as a leader, it is vital that the direction is consistently, “going, or moving” as well as having a passion, “to guide, conduct”. A successful leader does not stop, he or she does not see the accomplishment of a goal as the final target. They do not hold those successes to themselves, they help guide or conduct others towards success.  To be a successful leader one must convince others that there is value to move in the same direction as you (the guide). 

Compare and contrast, the next word of focus.

“Manage” – verb

1560s, probably from Italian maneggiare "to handle," especially "to control a horse," ultimately from Latin noun manus "hand" (from PIE root *man- (2) "hand"). Influenced by French manège "horsemanship" (earliest English sense was of handling horses), which also was from Italian. Extended to other objects or business from 1570s. Sense of "get by" first recorded 1650s. Related: Managed; managing. Managed economy was used by 1933.

Notice here that the word “manage” refers more to terms of control like, “to handle” or “to control a horse”. I bring this up to point out a vast difference between a manager and a leader. A manager has responsibilities to help make sure that certain items, tasks, or duties are accomplished and kept under control. A leader persuades, encourages, inspires followers to work towards excellence with passion and desire. Both roles are needed in corporations, but these words are not synonyms.

Someone can be a leader in their role or position and help those around them to succeed. They do not have to be a manager to be a leader. Whether you are a manager, a technical expert, or a functional guru, you will be looked to as a leader. What are you going to do with the knowledge that others see you as a leader? Will you fulfill that expectation and seek to lead? Nothing states that in order to lead someone must give the commands. Some of the best leaders in the world are also the best followers. A great military officer will listen and learn from the enlisted personnel who have proven themselves as functional experts. These functional experts have honed their skills through training and practical knowledge to the point that they are leaders in their area of expertise. 

Successful leadership is an art. If you watch an artist at work, nothing is rushed. An accomplished musician in a philharmonic orchestra will practice each piece for countless hours before performing. A skilled painter will have trained over the course of years with their medium. Likewise, great leaders never quit trying to be better at leading. Whether your artistic passions be athletics, chess, archery, or any other zeal, the desire to improve never goes away. The artist (aka leader) takes the time to learn, applies that learning, learns from the effect of that application, and seeks to learn some more about their passion.

Also, it is important to remember that leaders are not perfect. Be willing to stub your toe, scratch your elbow, or bruise your ego. Do not be afraid to lead, as those who want to follow you will do so, in spite of your scars acquired from lessons learned along the way. Have a love and care for those who look to your leadership. Fall in love with leading, not for the sake of position, but rather because you care deeply for those around you.

Footnote:

Word definitions were acquired from www.etymonline.om

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

Success – Authentic Leadership

Originally Published January 21, 2018

In the post last week (https://www.linkedin.com/pulse/what-success-words-have-meanings-todd-thomsen/), there was a brief study on the origin of a few key words. That article also pointed out essential differences between leadership and management. To be clear, both are needed in successful organizations, but these two words are not synonymous. 

In this post, I want to explore a deeper understanding of leadership.  To truly succeed as a leader there must be a level of authenticity in everything you do. What does the word, “authentic” mean? According to Etyomonline, an online etymology dictionary (https://www.etymonline.com/word/authentic), its origins come from the Greek word authentikos, which means, “original, genuine, principle” and that Greek word is derived from authentes, and this means, “one acting on one’s own authority”. 

Using the origins of words often helps us get beyond our culture’s superficial meanings that we have used in business. I believe it is important to understand the true nature of what we are saying as it reflects a better understanding of what is desired in conversation or dialog. Words do indeed have more than definitions, they have meanings with heart and passion.

Now to assemble “Authentic” with “Leader”. From the previously mentioned post, which has a reference to the word “leader”, it comes from Old English lædere, or “to guide, conduct”. An authentic leader is one who is original or genuine and is a guide or one who conducts. In a high-tech world of pithy statements conveyed in 140 characters or less, it is difficult to cut through the noise of social media and connect with authentic leaders.

In the second chapter of Jim Collins’ book Good to Great there is a graphic which shows of 5 separate levels of leadership (page 20). These levels are based upon years of research and analysis of multiple companies. Jim Collins refers to business leaders like Darwin Smith (CEO of Kimberly-Clark from 1971 – 1991), Coleman Mockler (CEO of Gillette 1975 – 1991), and David Maxwell (CEO of Fannie Mae 1981 – 1990); all of whom not only helped these companies to thrive in their industries, but also left a heritage to ensure others who followed had the tools and the means to succeed. In that same chapter Jim Collins also introduces the reader to Stanley Gault (CEO of Rubbermaid 1981 – 1991). The contrast for Stanley Gault is that once he left Rubbermaid, the company did not have the tools to succeed. All four of these men were indeed good leaders and produced great results during their time of oversight. However, not all of them left a heritage within their companies that ensured success for those who would follow. The first three were focused on the success of the company long-term, and the last was focused on personal success during his tenure.

The key point in the 2nd chapter of Good to Great is to introduce the idea of what Jim Collins refers to as a “level 5 leader”. The 5 levels of leadership are building blocks, meaning that in order to be effective as a level 2 leader, one must also be effective as a level 1 leader. Through the book there is a focus on cultivating level 5 leadership, which is defined as, “Builds enduring greatness through a paradoxical blend of person humility and professional will.” This is what I mean when I refer to the term “authentic leader”.

If one is a student of leadership in the workplace, whether that be a corporation, government municipality, elected office, charitable organization, or church; this book should at least be considered as a possible cornerstone to understand true authentic leadership. As a leader, are you being authentic (humble, original, genuine)? 

Note to the reader, “Do not hear what I am not saying.” I am not stating that an authentic leader must reveal every emotion or thought that enters their mind. As a leader, if I am getting short-tempered with my cohorts, it is okay for me to apologize and explain that I was out of line and it is because I have some other issues that are bothering me. In this, I am being authentic without revealing the true source of those issues that I am experiencing. Nonetheless, this is an over simplification of being an authentic leader. My desire is to make things clear, and I am not advocating an in-genuine, overly saccharine form of leadership. A true leader must make difficult decisions, must have a drive for a culture of excellence, and must push people outside of their comfort zone. An authentic leader does not make decisions based upon the desire to have people love them, they make decisions because they love the people they lead. Sometimes, love needs to be tough and gritty.

Are you an authentic leader? Are you following an authentic leader? Are you being mentored by an authentic leader? Are you taking the time to quietly reflect on your mindset and attitude each day? What are you doing in your life to increase your leadership skills? How are you being authentic with those around you?

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

Success in Leadership – Adding Value to Others

Originally Published January 28, 2018

“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” – Richard Branson, Founder of Virgin Group. In an interview with Inc. Richard Branson expands a little on how he puts action to this belief (https://www.inc.com/eric-schurenberg/sir-richard-branson-put-your-staff-first-customers-second-and-shareholders-third.html). Walking around, making connections with those who are in the daily activities of delivering on his vision, Richard Branson shows his genuine care for others. As he does this Richard Branson listens to feedback with humility and enthusiasm. He carries a notepad for writing notes of the suggestions provided and concerns shared. He takes the feedback from employees to heart and strives to implement the little things which shows he cares for those who work for his companies. This is the kind of leadership that turns an average company into an exceptional one.

The book, Driven to Delight by Joseph A. Michelli, chronicles the story of Mercedes-Benz USA’s (MBUSA) significant growth that occurred after dealing with some morale problems that occurred in corporate leadership from 2005 to 2006. “[R]esearch from Gallup shows that in the United States alone, productivity losses due to employee disengagement are estimated to be between $450 and $550 billion per annum.” This is a quote directly from Driven to Delight. It highlights the need for leadership within an organization to engage with and humbly listen to those who are putting into practice, the company’s vision. The leadership at MBUSA had to ask tough questions of themselves, and had to be willing to listen to the answers. The realization was that turning around the corporate morale was dependent largely on the engagement of the employees at the Mercedes-Benz dealerships. “Did those employees feel sufficiently cared for by their managers that they would exert the effort needed to delight their customers? More important, how could Mercedes-Benz USA positively enhance the engagement level of dealership employees?”

In these leadership examples, senior management members are focusing on employee engagement, and discovering the little things that drive excellence throughout the organization. They have both discovered that it is not so much about providing the best product, but providing the best employee experience for those who are willing to buy into their vision for the company. Once the employees are engaged, empowered, and feel as though their work makes a true difference, then they will have a passion for their work which will flow out in how they treat their job. Not only will the employees focus on providing the best product, the clients who use these products will hear the passion and excitement that flows naturally from someone who takes pride in their work.

Let’s not forget about those employees who are being engaged. These are the real innovators and drivers of success. If these people did not have a desire to seek improvement and excellence, there would be no feedback for senior management. These are the sales associates, subject matter experts (SMEs), technical leads, business analysts, daily operators, etc. who are on the front-lines of delivering products for their company. Leadership is not dependent upon being part of the senior management team. True leadership is a daily focus on excellence no matter what your role or position.

Providing honest feedback to members of the senior management team can be intimidating. If senior management embraces (sometimes unknowingly) a punitive culture of discipline, many will believe speaking open and honestly will cost them their job. This can mean they will struggle to put food on the table, get clothes for the family, and keep a roof over their head if giving unfavorable, honest feedback. In these cases, the opportunity for greatness gets lost in a sea of bureaucracy. These difficulties are not isolated to large or medium sized businesses. Whether you are in a company of two or thousands of people, without humble leadership throughout the organization, the full potential will never be met.

Senior management of Virgin Group and MBUSA show leadership within management can add value to their employees by listening with humility, honesty, and a true desire for excellence. They create an atmosphere of mutual respect, open engagement, and a desire to learn from each other. Employees show their leadership by adding value in striving for excellence with the daily tasks, coming up with new and better ways to deliver quality and excellence, and provide rich, authentic, positive feedback to management.

It is not necessary to have “manager”, “director”, or any other special title to be a leader and add value to others. Take some time to think about the value you are adding to others. As a parent, teacher, manager, employee, or any other role, are you seeking out honest feedback? Are you being humble when providing or asking for ways to improve? Are you following through with working on the little things that help transform an average company, team, or organization into one of excellence?

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

Success Story – Johnna Jones

Originally Published February 6, 2018

There are certain people who make a lasting impression after only having the opportunity to spend a brief amount of time with them. These people show genuine care and concern for each person with whom they connect. They are willing to give, encourage, and add value to you with every interaction. This describes Johnna Jones (https://www.linkedin.com/in/johnna-jones-ab403465/), who currently serves as VP of Finance for Johnstone Supply of South Texas (https://www.johnstonesupply.com/storefront/store76/home.ep).

In talking with Johnna about what success means to her, she consistently turned her focus on the fact that she has been fortunate to be surrounded by good people who work for great companies. She appreciates working with people who share her strong work ethic. Johnna enjoys seeing how people who have experienced shared success with others, are often quick to encourage one another and bring each other along as careers grow. There are many companies where this will ring true. Someone gains a promotion by going outside their current place of employment, and when opportunities arise in the new corporation, successful people recruit those with whom they have had previous success. 

Success is experienced differently for nearly everyone and defined differently at various times. Often success is witnessed as someone is driving toward a target. Johnna, worked diligently to prepare for and pass the Certified Public Accountants (CPA) exam. That was a target toward success and has aided her along the way, but that CPA label alone does not define her success in business. 

Johnna has been involved in many Enterprise Resource Planning (ERP) solutions. Each software has its own nuances. Johnna encourages new accountants to learn about the software at a much deeper level than just how to use it. Learn about how and where the data flows, understand how conversions are processed, get into the insides of how it works and what it is doing. This will provide far more value than just the use and features. Johnna finds that this helps those she manages to become more effective and successful in their role.

The primary tools that Johnna uses which contributes to her success is a pen and paper. When in meetings she is diligent about taking notes, even when she knows that it is being recorded or someone else is, ‘taking minutes’. This helps with retention and provides clear items to be placed on her “task” list. A task list is also key to her success as she uses this as a means to help her stay focused on what needs to be completed and when it needs to be done. Helping her prioritize her days.

Johnna shared insight into two separate individuals to whom she owes a debt of gratitude, as it relates to helping her succeed in business. First is Scott Witt (https://www.linkedin.com/in/scott-witt-5331513b/). Scott was instrumental in assisting Johnna obtain her CPA license. Through his guidance and coaching she was able to meet the necessary requirements for certification. She also mentioned a former CEO with whom she worked. He was a mentor and taught her a great deal about negotiations, strategic business planning, and execution of long-term plans.

The conversation with Johnna was kind, cordial, and light hearted. This is true to the nature to who she is as a person. Thank you Johnna, for taking the time to chat with me and share your story.

 Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

Success Story – Julie George

Originally Published February 6, 2018

Have you ever met someone who instantly strikes you as an authentic person, someone who does not hide behind a facade? How about a person who you can instantly tell they have a passion for excellence? If you get a chance to work with Julie George (https://www.linkedin.com/in/julie-george-37078a1/), that is exactly what you will experience. 

Julie is a successful small-business owner (http://www.thejagwiregroup.com/) and has been in business for herself since 2005. Her company focuses on recruiting for companies who need to fulfill a role in the support, management, implementation, or optimizing Enterprise Resource Planning (ERP) software solutions. Julie places fulltime employees as well as provides staff augmentation resources for Business Application Packages such as:  Oracle’s eBusiness, PeopleSoft, JD Edwards (both WorldSoftware and EnterpriseOne), SAP, Microsoft, and Epicor, just to name a few.

She stands-out in the recruiting business because she does not cut corners. Julie is very careful to interview the company needing staff to make sure she fully understands the job duties, but she does not stop there. Julie strives to gain insight into the corporate culture, personalities of the hiring management personnel, and an understanding of personalities acceptable to the open opportunities. She also takes the time to know the people she is placing into these roles. When you are working with Julie, you will be well informed. Friends who have recently been in the job market have mentioned just how much better prepared they are for an interview with Julie as their recruiter than they have ever been with others who have tried to place them.

Julie also takes the time to follow up on someone she has placed (3 to 6 months after placement), ensuring both the company and the employee still believe it is a good match. This is an example of the passion for excellence that drive Julie’s success.

When asked, what success means to her, Julie had a few things to share:

• Financial viability was her first focus. She states she is able to make a profit, maintain self-sufficiency, and has used very little debt. She is of the mindset that worrying about financial stability creates additional problems and distracts focus from the real reason for being in business

• Being successful as a female business owner is important to her. She shared how her dad was instrumental in helping her understand how to operate in business. He was crucial in formulating her attitude that what matters in business is getting the job done. Set aside whether someone is a man or woman, focus on excellence at work.

• Julie was very clear, in a service-oriented business like recruiting, her reputation is very important. It takes diligence and patience to ensure the branding of your company is positive. This means building relationships is a cornerstone of success. With this, she must ensure she is placing the right people in the right roles. If a company is not authentic or transparent, then they may not be the best fit as a client. If a job seeker has a bad attitude or poor work-ethic it would be best to not attempt to place them.

Julie shared insight into two key role models for her success in work. First was Ed McVaney, who was the “Edward” behind the name JD Edwards. Julie was working at JD Edwards when OneWorld was first released as a software. This was the company’s step into “client/server” software. She was a client manager working directly with Ed McVaney to ensure client satisfaction. These were difficult times as the software was new and there was a lot of pressure to help clients with successful implementations. Ed coached Julie through the process, with true hands-on assistance to help Julie learn patience, perseverance, and passion to help ensure clients were being satisfied.

The other role model Julie mentioned was her dad. Not only did he teach her to be gender-neutral in business, but he also helped her understand we all must realize we can be replaced. It is important to consistently be pursuing excellence. He helped her understand how to cut through the minutia, which can crowd out the true focus, and make sure she would succeed in becoming self-sufficient. 

Julie is very personable and approachable. Her genuine care for those around her is noticeable from the first time we had a chance to speak. Thank you Julie, for taking time out of your busy schedule to talk with me.

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/

Success Story – Kevin R. Herrig

Originally Published February 7, 2018

Passionate, visionary, driven in the pursuit of excellence are characterizations which provide insight into Kevin R. Herrig (https://www.linkedin.com/in/kevin-r-herrig-ab8292a/).  As founder, President and CEO of  GSI, Inc. (aka GSI), Kevin continually seeks ways to pass these traits and benefits to the people in his life, his family, friends, colleagues, partners, employees and clients. Kevin’s vision of GSI’s future is for strong, continued growth, while providing his employees an exciting and gratifying worklife and homelife.

Kevin views success in leadership as coaching, teaching, and encouraging those around him to grow and prosper with a a drive for excellence. His belief is everyone can achieve greatness, if they are willing to work with excellence as the goal. He shared, the key to helping someone along is to show them you believe in them. It is important to allow others to take risks, make mistakes, and learn from the lessons experienced. 

Much of Kevin’s passion for success comes from growing up where athletics played an important role in his life. The desire to be the ‘go-to’ team member when the game is on the line, and seeing others around him wanting the same thing, has a huge influence on him even today. He strives to pass that drive on to those around him and wants others to experience the thrill of being the person who drives the team to victory. 

Working for JD Edwards, early in his career ignited a spark which led Kevin to believe he could be successful. His manager at the time gave him an opportunity to run his own team in the way Kevin felt would be best. It was this encouragement and on-the-job learning which helped Kevin gain insight and experience in leading others and driving success. Even today, that manager is still a close friend and a notable influence for Kevin. 

Kevin believes people are the most important part of business. Being successful in business is more about showing you truly care about the success of others. There really is no other way to forge fruitful, long-lasting partnerships and connections. Kevin is fond of using the term “GSI Family” when speaking about the folks with whom he works. His attitude towards the GSI Family goes beyond just those who work with him. He cares about the families of those who rely on GSI to provide a paycheck, and loves to see them thrive as well. He encourages them to thrive in their personal lives so they can reach their goals like sending their kids to college, having an impact on their community, or wherever their dreams take them. Kevin sees his passion for the GSI Family as his biggest asset and feels honored to have played a small part in their growth both professionally and personally.

Kevin has an inspiring viewpoint on hardships. He talks about how there is always going to be difficult times in both business and in life. Kevin says it is the strength of your relationships that get you through the tough times. This is why Kevin believes it is extremely important to put quality time into all of your relationships. He says as soon as you start taking a relationship for granted, it will start coming apart. Without a deep seeded care for others, this kind of attitude does not exist. It is clear Kevin is most interested in focusing on people and helping them to thrive, not just survive.

At least two well-known global leaders have influenced Kevin. Kevin shared, Robert Kiyosaki and his book “Rich Dad, Poor Dad” ignited the spark which led to him starting GSI. Kevin also stated the life and teachings of Richard Branson have a big influence in his life.

Like most of us, Kevin’s dad had a huge influence in his life. Kevin’s dad saw Kevin’s qualities of being less risk adverse and more adventurous in business would serve him well on his journey to success. His dad encouraged him to not let the fear of the unknown hold him back from his dreams for GSI. He helped Kevin to understand, the worst thing that could happen is he might lose money, but money can be earned back; it is the knowledge from making mistakes and learning from them is the most valuable thing you can possess.

Kevin also listed off many other people in his life who are actively influencing him today. Shawn Scanlon (https://www.linkedin.com/in/esperp/) is a person who is always upbeat and passionate has taught Kevin, being happy is contagious. John Bassett (https://www.linkedin.com/in/john-bassett-a23328111/) drives process excellence and sees things with a realistic mind-set. David Telford (https://www.linkedin.com/in/dwtelford/) is the person who saw the potential synergy among the three principles of GSI and David is the one who brought them all together. Cathy Gallagher (https://www.linkedin.com/in/cathy-gallagher-9079797/) understands the political nature of situations and partnerships and has helped Kevin understand more about connecting and relating in difficult situations. Bill Cashman (https://www.linkedin.com/in/bill-cashman-ba459b1/) is more than just a CFO, but seeks to analyze the “why” behind the numbers. Both Bill Cashman and Cathy Gallagher are always willing to take on anything Kevin hands to them. Kevin attributes his success to these and many more who have influenced him throughout his career.

Kevin revealed, in recent years he decided to take what he calls a 360° view of his life. He sought feedback from mentors, colleagues, employees, and family members; asking for honest feedback through guided questions. There are a number of things he learned through this exercise. An example Kevin shares is where he thought he was helping, others were feeling micro-managed. This taught Kevin a valueable lesson about situational leadership...one size does not fit all.

Kevin finished by reemphasizing, making mistakes in life and business is part of the journey and leads to growth. Learning from those mistakes is part of the process. If someone wants to get better they need to look at themselves, those around them, the mistakes and lessons learned, and view it all through humility and a desire to grow. People are far more important in life than the financial standing of GSI. You need to invest in bringing smart people into the organization and give them the ability and opportunity to thrive; listen to those around you as they have great, valuable lessons to share.

GSI, Inc. (www.getgsi.com) is a prolific consulting and managed services firm which provides services in JD Edwards, Salesforce, NetSuite, Oracle and Microsoft RDBMS, Sharepoint, and ServiceNow. GSI also works with leading Cloud providers in support of these enterprise software solutions. In addition, GSI offers it’s own custom products and creative solutions to serve its client base with innovative approaches to Cyber strength, systems health, and tools to streamline and improve business processes. 

Footnote:

To follow the author on LinkedIn - https://www.linkedin.com/in/toddrthomsen/

For more information on the GSI where Todd is a Sr. Client Success Manager - https://www.getgsi.com/