IQ | Insigniam Quarterly - Summer 2023: "The Changing Paradigm for Leadership"

OWNING THE GAME INSIDE BUTLER/TILL’S TRANSFORMATIVE AGENCY.

INCLUSION EMPOWERED CONE HEALTH’S DE&I TRANSFORMATION.

UNREST UNLEASHED GLOBAL TENSIONS REACH A 5-YEAR HIGH.

THE CHANGING PARADIGM FOR LEADERSHIP ISSUE

A POWERFUL

PARADIGM

HOW SYNEOS HEALTH CEO MICHELLE KEEFE IS SHATTERING LEADERSHIP CONVENTIONS THROUGH RADICAL TRANSPARENCY AND CRAFTING UNFORGETTABLE EMPLOYEE EXPERIENCES. PAGE 30

Over 30 years ago, Insigniam pioneered the field of organizational transformation. Today, executives in large, complex organizations use Insigniam’s consulting services to generate breakthroughs in their critical business results. Insigniam’s innovation consulting enables enterprises to identify and cross into new strategic frontiers to rapidly generate new income streams. Insigniam provides executives of the world’s largest companies with management consulting services and solutions that are unparalleled in their potency to quickly deliver on strategic imperatives and boost dramatic growth. Insigniam solutions include Enterprise Transformation, Strategy Innovation and Innovation Projects, Breakthrough Projects, Transformational Leadership and Managing Change. Offices are located in Philadelphia, Laguna Beach and Paris. For more information, please visit www.insigniam.com.

“We all have that moment where we say, ‘Oh no, I’m failing.’ But, people who really grow from those setbacks and develop new skillsets, or come out on the other side stronger than before, are the ones who can say, ‘let’s not waste a good crisis here. What am I going to do about it?’”

—Michelle Keefe, CEO, Syneos Health

EDITOR-IN-CHIEF

Shideh Sedgh Bina sbina@insigniam.com

EXECUTIVE DIRECTOR

Jon Kleinman jkleinman@insigniam.com

INTERIM CHIEF FINANCIAL OFFICER

Lora Yanagawa lyanagawa@insigniam.com

DIRECTOR OF MARKETING

AND SALES OPERATIONS

Natalie Rahn nrahn@insigniam.com

DIRECTOR OF CONTENT

Jon Ball jball@insigniam.com

CONTRIBUTORS

Sarah Dancy Blackburn, Marie-Caroline Chauvet, J.W. Dobbe, Diane Gabriel, Engie Heidelberg, Ryan Jones, Katerin LeFolcalvez, Guillaume Pajeot, Nathan Owen Rosenberg, Mia Studenroth, June Zeringue, Jennifer Zimmer, Bruce Zimmer

IQInsigniamQuarterly is a thought leadership publication committed to transforming the world of business by offering content relevant to the C-suite and their executive teams at large, complex global enterprises.

IQInsigniamQuarterlyis a production of Insigniam Holding LLC. No part of this publication may be reproduced in any form or by any means without prior written permission of the publisher and Insigniam. Printed in the U.S.A. For subscriptions, please visit quarterly.insigniam.com Insigniam distributes this editorial magazine to share the opinions and insights of companies and their leaders on impactful global business issues. The statements, opinions, and information contained in this publication are those of the individual authors and contributors, not of Insigniam. Insigniam disclaims any responsibility for the accuracy, completeness, topicality, or quality of any statements, opinions, or information provided. Any liability claims against an author or contributor in respect of damage to persons or property caused or alleged to be caused by the use of this publication, including any statements, opinions, or information which are incorrect or incomplete, are therefore excluded. IQInsigniam Quarterly’s inclusion of a company or individual does not indicate that they are a client of Insigniam. Remuneration is not provided for editorial coverage. Individuals appearing in IQInsigniamQuarterlyhave done so with direct consent, or provided consent by a designated authorized agent in addition to being informed of the magazine’s audience and purpose. Both INSIGNIAM QUARTERLY and IQ INSIGNIAM QUARTERLY are registered trademarks in the United States, the European Union, China including Hong Kong, and other countries. Copyright © 2023 by Insigniam Holding LLC

LEADERSHIP PARADIGMS ARE SHIFTING. IS YOURS?

Over the past several years, executives have been meleed by the COVID-19 pandemic, global supply-chain breakdowns, and a war for talent that reverberated throughout the labor market. Meanwhile, amid their efforts to mobilize enterprises and resources to respond effectively, a fresh crop of emerging disruptors began to take root on the horizon.

As this decade progresses, leaders will be forced to contend with critical issues on a scale never before witnessed—from automation and the future of work, the rapidly accelerating risk of climate catastrophe, rising geopolitical instability, and vastly changing consumer expectations and attitudes. As the goal posts continue to move further and further, the current calculus for effective leadership is sunsetting.

Rather than answering these questions for ourselves, this issue of Insigniam Quarterly reveals how paradigms are being shifted by those who are driving the shifts. Through a collection of vastly different voices and perspectives we will explore what it takes to succeed in our rapidly changing business landscape.

For over 35 years, Insigniam has been committed to transforming the practice of management and leadership and we are witnessing seismic shifts before our eyes. As you explore this topic with us, ask yourself: Who do we need to be as leaders in the world that is emerging—and what does the future demand from us? IQ

Shideh Sedgh Bina Founding Partner, Insigniam

THE CHANGING PARADIGM FOR LEADERSHIP ISSUE

FEATURES

PARIS ROUNDTABLE EXECUTIVES SOUND OFF

Top European leaders share insights on how leadership paradigms are changing.

By Katerin LeFolvavez & Sarah Dancy Blackburn

14

How Butler/Till’s radically successful women-governed, B corp, ESOP outperforms competing agencies.

By Jon Ball

20

BLOOD, SWEAT & TEARS: FROM PATIENT TO PIONEER

How a start-up founded by cancer-survivor turned physician attracted attention from Nestlé.

By Engie Heidelberg

30

COVER STORY: MICHELLE KEEFE

SEMINAL FEATURE: WOULD YOU RECOGNIZE A LEADER IF YOU HEARD ONE?

The current paradigm for leadership is evolving. What about yours?

By Shideh Sedgh Bina & Nathan Owen Rosenberg

By Jon Ball & June Zeringue

CONE HEALTH AN RX FOR MAXIMUM STRENGTH DIVERSITY

How Cone Health became a nationwide DE&I leader and transformed their business and community in the process.

By Ryan Jones

CEO MASTERCLASS: KURT NIELSEN, PH.D

Your teams are as unique as a fingerprint. So why are some CEOs still taking a cookie-cutter approach to leadership?

By Bruce Zimmer

54

MCCAIN FOOD SERVICE BUILDING A BETTER FRENCH FRY

How research and development at McCain Foods is innovating the way you eat.

“It’s almost as if the leadership hierarchy is flipped upside down—I report to the board, but the board reports to all of our shareholders…which happen to be our employeeowners.”

Kimberly Jones, CEO of Butler/Till, on the agency’s ESOP structure.

BROWSER HISTORY Recommended reads for the C-suite.

BY THE NUMBERS

How a CEO’s exit can zap your stock value.

2023 POST-PANDEMIC UPDATE

CHAT GPT = GENUINE PEOPLE TYPING?

According to a report by NBC News, ChatGPT—the most popular chatbot garnering headlines for ushering in a new era of A.I. capabilities—is run on the backs of human workers being paid low wages.

OpenAI, the startup behind ChatGPT, is reportedly paying hordes of U.S.-based contractors to assist it with the necessary task of data labeling—the critically important process of training ChatGPT’s software to better respond to user requests—for around $15 an hour (USD).

While few will argue that A.I. stands to reinvent the way we approach societal challenges, ChatGPT has skyrocketed to poster-child status. As hype surrounding the platform reaches a fever pitch, Goldman Sachs recently suggested that A.I. could wipe out 300 million jobs globally.

Yet, according to the people behind the platform, automation and technology have little to do with the platform’s success.

“We are grunt workers, but there would be no A.I. language systems without it,” one worker, Alexej Savreux, told NBC. “You can design all the neural networks you want, you can get all the researchers involved you want, but without labelers, you have no ChatGPT. You have nothing.”

Data labeling—what Savreux is referring to—requires real human workers to painstakingly parse data samples in order to feed automated systems with the keys to correctly identifying certain items within a dataset, such as visual images and written text.

“A lot of the discourse around AI is very congratulatory,” said Sonam Jindal, the program lead for AI, labor and the economy at the Partnership on AI, a nonprofit based in San Francisco that promotes research and education around artificial intelligence, in an interview with NBC. “But we’re missing a big part of the story: that this is still hugely reliant on a large human workforce,” she said.

As demand continues to spike, workers are standing up for better wages and working conditions. In Nairobi, Kenya, more than 150 people who’ve worked on A.I. for Facebook, TikTok and ChatGPT voted to form a union, citing low pay and the mental toll of the work, Time magazine reported. Additionally, OpenAI has hired about 1,000 remote contractors in places such as Eastern Europe and Latin America, says NBC News, to label data or train company software on computer engineering tasks, says online news outlet Semafor.

On that note, IQ went straight to the source and posed a question to ChatGPT: Are you guided by low-paid human workers labeling data? It answered: “My training data is generated by human experts and researchers, who often use labeled data sets to teach me how to understand language and generate responses. These labeled data sets may be created and labeled by human workers, who may be paid varying amounts depending on the project and the location. However, the exact methods and sources used to generate my training data can vary depending on the specific model and implementation. As such, it is important that they are fairly compensated for their work and have the ability to organize and advocate for their rights and interests as they see fit.”

The irony, perhaps, is the degree ChatGPT is positioned as a tool to increase efficiency and reduce costs for businesses—which has many claiming that it can also lead to job displacement and loss of livelihoods for human workers. It remains to be seen how chatbots will replace human customer service representatives or salespeople, for instance, which could lead to domino effect of job losses across various industries. IQ

Turns out artificial intelligence is a bit more organic than we assumed.

$10B

The total amount Microsoft invested in Open AI. Following the launch of ChatGPT, the company is now valued at $29 billion.

$10B 100M 100M

ChatGTP is the fastest app to reach 1 million users in five days. It surpassed 100 million active users in January 2023.

ELEVATE YOUR PEOPLE TO REACH THE UNREACHABLE

Elevate Your Team: Empower Your Team To Reach Their Full Potential and Build A Business That Builds Leaders

By Robert Glazer Simple Truths March

2023

Every leader knows this delicate balancing act: to simultaneously generate better performance from your team, retain top talent, and build your organization’s leaders of tomorrow, without inducing burnout. In the sequel to his bestseller Elevate, Robert Glazer—serial entrepreneur, CEO, and #1 Wall Street Journal bestselling author— shares a framework of proven, actionable strategies that will help you up your game as a leader, help your team reach their full potential, and most importantly, build the new generation of leaders from within your organization.

Grace Under Pressure: Leading Trough Change and Crisis

By John Baldoni Savio Republic April 2023

Grace Under Pressure: Leading Through Change and Crisis focuses on three things leaders need to do when change and adversity strike: take care of their people, take care of themselves, and prepare for the future. And they must do it all with a sense of grace— calmly, collectedly, and compassionately. Author John Baldoni has worked with senior leaders in virtually every industry from pharmaceutical to real estate, packaged goods to automobiles, and finance to healthcare. He shares his expertise here, focusing on how leaders need to prepare for change by focusing on what matters most— their people.

Automate Your Busywork: Do Less, Achieve More, and Save Your Brain for the Big Stuff

By Aytekin Tank Wiley May

2023

In Automate Your Busywork: Do Less, Achieve More, and Save Your Brain for the Big Stuff, entrepreneur, founder, and CEO of Jotform Aytekin Tank delivers a can’t-miss blueprint to help you make the most of your most precious asset: time. You’ll explore what’s possible when you offload repetitive tasks, why automation has democratized innovation, and how you can use cheap—or even completely free—nocode automation tools to transform your ability to focus on what truly matters in your business and life. IQ

“ElevateYour Teamis the roadmap for a new generation of leaders who build organizations by helping their people thrive— without burning out.”

—Arianna Huffington

Founder & CEO, Thrive Global

HOW A DEPARTING CEO

IMPACTS STOCK VALUE

Given the highly visible nature of their roles, it is not hard to imagine how sudden and unexpected executive exits can create uncertainty, especially on Wall Street and exchanges around the globe. When investors view these departures as a sign of internal issues or a lack of corporate vision, a company’s stock value is often caught in the crosshairs. But by how much? And what other factors can exacerbate the situation? Let’s run the numbers.

Percentage of boards who feel unprepared for a CEO’s exit

70% SINGLE DIP Average drop in stock price 30-days following a CEO’s exit, if planned.

4 2

13 5% %

DOUBLE DIP

Average drop in stock price when a CEO’s exit is forced or unplanned

11%

CRASH RISK

Increased likelihood of a stock crash for companies with highly visible and powerful CEOs.

X

DOUBLE TROUBLE

Increased likelihood a new CEO will be replaced early when they also occupy the role of board chair

255 B $

Average decrease in intellectual capital at a departing CEO’s previous employer.

2 4 TRILLION ONE$

Total market value (USD) wiped out by badly managed CXO transitions in the S&P 1500 annually.

EU EXECS GO OFF SCRIPT AT INSIGNIAM ROUNDTABLE

Senior leaders share candid thoughts on how executives must evolve to succeed in the face of growing challenges during a breakfast networking event hosted by Insigniam in Paris.

on June 13, 2023, Insigniam hosted an exclusive executive breakfast at the Châteauform’ City Les Jardins de Saint Dominique in Paris, bringing together a distinguished group of European business leaders, eager to delve into the critical

Survey Says

Attending

topics that would shape the new future; from the shifting paradigm for effective leadership to how to re-enchant businesses following irrevocable disruptions brought about by the pandemic.

Participants were encouraged to explore the concept of ‘how to create a new era in leadership,’ one that will enable businesses to accomplish their goals in a rapidly evolving environment. The event was an opportunity for collective thinking and ideation, with no predetermined answers but a shared desire to uncover fresh insights.

Those who gathered engaged in brainstorming sessions, seeking to identify

the qualities and characteristics that define an effective leader.

“The future paradigm for leadership necessitates that we authentically care for our teams whilst transferring energy and momentum into our businesses to move them forward. As leaders, we must remain positive and optimistic regardless of how stressful or volatile an environment may be,” said Henri-Xavier Benoist, SVP and head of supply chain parts and services at Stellantis.

Executives in attendance were also challenged to identify three essential conversations they must have within their respective organizations, but perhaps have not prioritized or avoided. These discussions aimed to bridge the gap between existing leadership practices and the transformative approaches required for the future. By honing in on these conversations, attendees could visualize the steps they needed to take in order to shape the future today. It was a call to action, urging leaders to identify their commitments and standpoints in the face of evolving challenges.

—Véronique

La Grandière Executive Director, FIG Advisory & Coverage (FraBeLux & Switzerland) Natixis Corporate & Investment Banking

“What excites me most about the future is that nothing is set in stone. As we move forward, leaders must possess a capacity to not only learn and listen, but also fight to create value and communicate their vision for the path forward. There will be huge challenges ahead, but if we keep people at the center of our systems, we can create the impossible.”

de

—Henri-Xavier Benoist SVP, Head of Supply Chain Parts & Services , Stellantis

The future paradigm for leadership necessitates that we authentically care for our teams whilst transferring energy and momentum into our businesses to move them forward. As leaders, we must remain positive and optimistic regardless of how stressful or volatile an environment may be.

COURAGE DRIVE

VISION ADAPTABILITY

CONFIDENCE

ACTIVE LISTENING

HUMILITY RESILIENCE ENERGY

Head in the Clouds

When asked to define the qualities leaders must possess in order to succeed in our current business climate, participants offered a medley of assessments, captured in the word cloud above. Top of the list—of which 42% of respondents listed—was vision Tied for second were accountability and humility, with authenticity coming in third.

“What excites me most about the future is that nothing is set in stone. As we move forward, leaders must possess a capacity to not only learn and listen, but also fight to create value and communicate their vision for the path forward. There will be huge challenges ahead , but if we keep people at the center of our systems, we can create the impossible,” said Véronique de La Grandière, executive director, FIG advisory and coverage [France, Belgium, Luxembourg and Switzerland] at Natixis Corporate & Investment Banking.

During the event, Insigniam also shared forward-thinking perspective

on the future, from exploring the undeniable influence of technology and data in shaping business creation and delivery. However, facilitators emphasized that the true magic lay in the convergence of human beings, data, and technology, transcending the mere existence of information and tools.

“A changing leadership paradigm not only permits us—but also obliges us—to acknowledge the web of interconnected ecosystems that bind our businesses to our planet and the environment around us. To succeed in the future, we must have ability to deal with uncertainty, resilience and determination, and an

overwhelming sense of kindness toward other people,” said Mr. Benoist.

The discussions acknowledged the complexity of persistent global issues, such as environmental concerns, social equity, and energy transitions. By viewing these challenges as opportunities for reinvention, leaders were to encouraged to explore innovative solutions by visualizing concepts on whiteboards and through group exercises designed to promote ideation.

Lastly, the significance of corporate culture in driving performance was another key point emphasized during the event. Participants agreed that purpose-driven organizations with a positive culture would gain a competitive advantage, as employees increasingly sought environments aligned with their values.

As the event concluded, several participants indicated a newfound perspective and a deeper understanding of the evolving leadership landscape. The insights gained will hopefully guide their future endeavors as they venture into uncharted territories. IQ

Captive

Audience

Attendees, alongside Insigniam partners and consultants, discuss what will be expected of leaders in future— and how to create an environment for lasting success.

“The changing leadership paradigm not only permits us— but also obliges us—to acknowledge the web of interconnected ecosystems that bind our businesses to our planet and the environment around us. To succeed in the future, we must have the ability to deal with uncertainty, resilience and determination, and an overwhelming sense of kindness toward other people.”

—Henri-Xavier Benoist SVP, Head of Supply Chain Parts & Services , Stellantis

INSIGHT FROM THE BOARDROOM

OWNING THE GAME

How Butler/Till’s Radically Successful, EmployeeOwned, Women-Governed, B Corp Agency Model Outperforms the Status Quo.

By Jon Ball

Aradical outlier in a realm traditionally dominated by only a handful of large conglomerates, Butler/ Till is challenging the status quo. The independent, results-driven, innovative marketing agency has made a measurable impact in the professional services space, not only for the work they do, but also how it gets done.

Co-founded by Tracy Till and Sue Butler in 1998, the New York-based agency of over 300 employees in nearly 20 U.S. states has consistently been ranked as a top workplace for a decade-and-a-half while boasting 28% year-over-year financial growth. The agency’s unique ability to catalyze outsized results for clients and partners such as Pfizer, Bristol Myers Squib, and State Farm can largely be attributed to its innovative, purpose-driven operating structure.

Founded on the principles of collaboration, equality, and sustainability, the agency is 100% employee-owned (ESOP), which the company believes creates a radical sense of ownership in its work. Additionally, as a women-governed and led agency, Butler/Till is focused on creating a more inclusive and equitable workspace and world. To that end, the agency is consistently listed on AdAge’s ‘Best Places to Work’ list—including in 2023—and was recognized as one of the ‘fastest growing women-owned businesses in the U.S.’ by the Women Presidents’ Organization.

Lastly, as an organization that is dedicated to making a positive impact on society and the environment, the agency received Certified B Corporation status in 2015 and is one of only ~4,000 B Corps in the world, which must meet the highest standards of verified

“Every member of the executive team has a vested interest in the agency’s success, with ownership rights that create a sense of collective responsibility and dedication. There is a deep sense of caring about the future and [the leadership team] puts that ahead of their personal career goals.”

—Kathleen Brookbanks Board Chair, Butler/Till

PHOTOS COURTESY OF BUTLER/TILL

INSIGHT FROM THE BOARDROOM

social and environmental performance, public transparency, and legal accountability to balance profit and purpose.

“Having worked with Butler/Till for almost nine years, I can say with authority that they are a one-of-a-kind media agency,” says Taylor Simons, SVP at Audigent, a leading data activation, curation, and identity platform..

“Butler/Till conducts business in a way that is both honorable and ambitious [and they] retain top talent and clients far above industry standards while also growing exponentially and consistently year over year.”

Behind the scenes, the driving force that propels Butler/Till’s remarkable growth lies within the ability of the company’s board of directors and executive leadership team. This dynamic group of individuals with diverse expertise and industry acumen steer the agency’s strategic direction, foster a culture of innovation, and ensure that the values of employee ownership, women leadership, and B Corp certification are upheld at every level of the organization. And most uniquely, Butler/Till’s board of directors is completely comprised of women, as well.

“I have found Butler/Till to be quite different than many of the environments that I have worked in, which have traditionally been very large, publicly held companies,” says board chair, Kathleen Brookbanks. “The leadership team here has a deep sense of caring about the future of the company, and you sense that they put that ahead of their personal career goals.”

Ms. Brookbanks, who joined Butler/ Till’s board in 2020 and was elevated into the chairperson role in 2021, is quick to point to the company’s cohesive leadership team as a catalyst for their consistent growth.

“Every member of the executive team has a vested interest in the agency’s success, with ownership rights that create a sense of collective responsibility and dedication,” says Ms. Brookbanks. “This dynamic empowers every employee to actively shape the agency’s future.”

A Unique Model

Leading that charge toward the future is Butler/ Till CEO Kimberly Jones. Since joining Butler/ Till nearly 15 years ago, Ms. Jones has made an indelible impact on the company’s trajectory.

Under her leadership, Butler/Till attained its Certified B Corporation status; transitioned to a 100% employee-owned company; achieved double digit, year-over-year revenue growth for the last 10 years; and has continued to earn recognition as a top workplace for the past 15 consecutive years.

“I must credit our founders, who were the ones that started our culture; one where people can bring their whole, authentic-selves into the work they were doing, which is more than just a job,” says Ms. Jones, who held leadership roles at Bausch + Lomb and advertising giant McCann Erickson prior to joining the agency in 2009. “It creates a community and I feel like in many ways I’ve just continued to nurture it and to help it flourish over time.”

Now in their 11th year as an employeeowned company, Ms. Jones recalls the early days of acclimating employees to an ESOP model, and the greater sense of responsibility that arose when employees became shareholders.

“We had to do some education about what it meant to be employee owned and what rights our employee-owners had in the decision making for the company,” says Ms. Jones, who said the greater transparency created an environment of accountability through every facet of the organization.

“It’s almost as if the leadership hierarchy is flipped upside down—I report to the board, but the board reports to all of our shareholders…which happen to be our employee-owners,” she says.

“Our board feels that same sense of responsibility; when considering decisions for the company, we really are thinking about the livelihoods of over 300 employee-owners.”

Given Butler/Till’s distinct operating structure, the dynamic between the board and the executive team is unique as well.

Heads of the Class (L to R) Members of Butler/Till’s executive team include COO Mike Della Porta, CMO Amanda DeVito, and CFO Scott Chapman.

“I must credit our founders, who were the ones that started our culture; one where people can bring their whole, authenticselves into the work they were doing, which is more than just a job.”

—Kimberly Jones CEO, Butler/Till

“When I think about our role as a board, we of course provide oversight on fiscal responsibility and governance, but we are also very focused on Kimberly’s success,” says Ms. Brookbanks.

“The paradigm then shifts to become: how do we help you succeed? Whether that means providing the executive team with the investments and resources they need, or supporting them through difficult decisions, we collectively see our mission as helping Kimberly and the team achieve our very high expectations.”

If Ms. Brookbanks envisions her role as being a conduit for the executive team’s success, then Ms. Jones applies that same calculus toward Butler/Till’s 300+ employee-owners.

“In an employee-owned company, it is critical that every employee-owner feels like they have a voice—and we even use ‘VOICE’ as an acronym for our values: Visionary, Ownership, Integrity, Community, and Extraordinary,” says Ms. Jones. “To take stock of our effectiveness, we survey our employeeowners once a year. Although many companies do this as well, I don’t think all companies take the next step of developing a concrete action plan to improve employee engagement scores in the areas where employees may be feeling underrepresented or undervalued.”

This people-centered approach extends not only to the employee-owners, but also the environment and communities in which they live and work.

In 2015, Butler/Till acquired Brand Cool, an agency recognized as an innovator in clean energy, energy efficiency and sustainability engagement, which had pursued and achieved B Corp status two years prior in 2013. Ms. Jones, who attended the B Corp Champions Retreat—a marquee gathering of the community of Certified B Corporations in the U.S. & Canada—shortly after the acquisition, soon experienced her own epiphany.

“I suppose that was when I drank the KoolAid,” she says. “I saw other for-profit businesses genuinely committed to applying business for good, and it has helped our company in numerous ways. From bolstering our culture to attracting top talent, and even on the client and vendor side, it is an important designation for people and organizations who share our values.”

The Future is [Still] Female

And yet, as Ms. Jones speaks of a higher calling in her work, she is also keenly aware of where progress still needs to be made.

In 2023, for the first time in the Fortune 500 list’s 68-year history, 10% of Fortune 500 companies were led by women. As Fortune notes, that number had hovered around 8% for many decades.

“For every appointment, there was a resignation; in such a small universe, every corporate move counts,” notes the magazine.

Although there exists a lack of female representation at the executive level, the same cannot be said about performance. According to the National Women’s Business Council, women entrepreneurs who receive VC funding generate over twice as much in revenue per dollar invested as male entrepreneurs—and generate 10% more revenue over five years. However, TechCrunch reports only 1.9% of women-only teams seeking VC investments got funded in 2022, while about 80.9% of men-only teams received funding.

“I recently had a conversation with the portfolio manager of a woman-led fund who intentionally looks for female founders or unrepresented or underrepresented founders because she finds that those companies are often undervalued,” says Ms. Jones.“It creates competitive differentiation because not everyone has figured out that women and

“The combination of being a women-led, employeeowned B Corp ensures our priorities are in the right place, which contributes to our financial success.”

—Mike Della Porta COO, Butler/Till

PHOTOS COURTESY OF BUTLER/TILL

Under CEO Kimberly Jones’ leadership, Butler/Till attained its Certified B Corporation status; transitioned to a 100% employee-owned company; achieved double digit, year-overyear revenue growth for the last 10 years; and has continued to earn recognition as a top workplace for the past 15 consecutive years.

minority led businesses can outperform their counterparts, which creates an opportunity, especially if you happen to be an investor.”

Insofar as how a women-led leadership structure is a departure from the norm, Ms. Brookbanks says, “I began my career in the 1980s as a woman at a large, publiclyheld, male-dominated organization. What I noticed most about Butler/Till’s womenled structure, and in particular, Kimberly’s leadership paradigm, is that she genuinely wants to hear from her leadership team and the board. There is a sense of community here—one that is open to conversation, and it permeates throughout the organization. That is quite different. I do not observe the

self-motivated, personal agendas that I would often recognize at the executive level previously in my career.”

Eschewing personal agendas, says Ms. Brookbanks, does not connote a sense of apathy or motivation.

“A genuine sense of caring about the future of the company, and the belief that it is directly tied to their personal success, is not a question of ambition, and it is inspiring to see that it is possible.”

Perhaps surprisingly, some of the strongest advocates for the company’s women-led leadership model are the men within Butler/Till.

“No matter how you measure an organization—whether it is by revenue, operating profit or employee engagement— our trajectory has been incredible,” says chief operating officer, Mike Della Porta, who joined the firm 17 years ago and has helped drive the agency’s impressive growth. “Our founders created an organization with the idea that employee-owners can have a great career and not sacrifice family. That mentality permeates the culture to this day and Kimberly Jones is such a strong example of how to share yourself at work, with your family, and with your community.”

Additionally, says Mr. Della Porta, despite a slew of challenges imposed by supply-chain issues, market instability, and disruptions from the pandemic, Butler/Till was well positioned for steady growth for a number of reasons.

“The combination of being a womenled, employee-owned B Corp ensures our priorities are in the right place, which contributes to our financial success,” says Mr. Della Porta, who says analysts that evaluate businesses purely by their financial hydraulics are, “missing the boat for what could be sustainable, predictable growth over time.”

And yet, a natural question arises:

How does a high-performing organization like Butler/Till balance growth and financial momentum with their long-term sustainability goals as a certified B Corp?

According to the agency’s chief financial officer, Scott Chapman—who joined the firm in 2021—the question is not without merit.

“Admittedly, when I first started exploring the opportunity of joining Butler/Till with Kimberly, it was one of my top questions, because I expected there was going to be natural conflict,” says Chapman, who spent

Winning Streak

over a decade in senior financial roles within the agency sector.

“It starts with a strategic plan,” he continues. “We mapped out the next five years in order to plot where we want to strategically grow as an agency, and we ensure alignment between our growth, B corp status, and our values.”

Beyond B corp alignment, protecting Butler/Till’s strong dynamic corporate culture is yet another area where the executive leadership team has taken a stand.

“We had to terminate a relationship with a client whose revenues exceeded $1 million (USD) because they didn’t treat our employees properly,” says Chapman. “We didn’t agree with the values they had and how they aligned with our company—and we saw the path that we would be on if we retained that client. We believe in the values that we stand behind, which compels us to make the right decision on behalf of our employees.”

Authenticity Rules

Despite the tremendous effort invested by Butler/ Till to create a unique and dynamic corporate environment, the company’s efforts would be for naught if authenticity was not a key component of the agency’s DNA—which it very much is.

As both an employee-owner and the company’s chief marketing officer, Amanda Devito is keenly aware of the impact diversity, equity, inclusion, and belonging (DEIB) has had on the company in recent years. Ms. Devito, who joined the company in 2011, became CMO of Butler/Till and their wholly-owned digital media and analytics agency, Digital Hyve, earlier this year.

“DEIB is not only the right thing to do for your organization, but also the smart thing to do,” she says. “Numerous studies show that companies that double down on DEIB are engaged, innovative and relevant—and because we are owners and responsible to our shareholders, it impacts our DEIB decision making because they are asking for it.”

As an advocate for the employee-owners, Ms. DeVito says the call for diverse employees, inclusive language, and diversity with the company’s supply chain is championed by the employer-owners themselves.

“Our employee-owners feel so empowered to push us further, and we love it,” says Ms. DeVito. As a marketer, what does everyone learn first? Listen to your customers! And when a big segment of your customer base is

employees, you must do just that: you listen, you learn, and you pivot. For me, this is why the CMO role is so deeply connected to DEIB.”

Authenticity, which Ms. DeVito says is a pathway to showing up as your whole self, regardless of the setting, is a facet of the culture she has worked to cultivate in her tenure with the agency.

“When I came out as a gay woman, from that moment on, I recognized that when you are not living your truth, the heaviness can feel excruciating,” she says. “I have been in those environments, and it is an exhausting place to be. As much as you want to believe that you are engaged, authentic, and growing, if you’re not surrounded by people that see you as your whole self, it can feel very tiring. I wanted a deep sense of belonging within a company and that is the environment we have created here.”

Authenticity also breeds engagement. According to a study by BetterUp, showing up authentically at work can lead to a 140% increase in employee engagement. Considering that low engagement costs the global economy around $7.89 trillion dollars (USD) annually, the business case for authenticity cannot be dismissed. At Butler/Till, the proof is in the pudding.

“I am happy to say that our employee engagement scores are industry leading,” says Ms. Jones. “When we poll our employee-owners about leadership, culture and environment, over 90% of our people agree or strongly agree that we’re making positive impacts in those areas.”

Furthermore, that authenticity is recognizable from the board’s vantage point as well, who see Butler/Till’s engagement as a competitive advantage over larger, more heavily resourced agency conglomerates, especially when pitching new business.

“We often pitch against the biggest industry players who exceed our size and scale, but prospective clients quickly recognize that we can outperform these competitors due to a number of factors,” says Ms. Brookbanks.“There is a profound sense of excellence and rigor in our work that only comes from being so authentically connected to the communities and customers we exist to serve—which often matters more to clients than simply finding someone who can buy their media for 4% cheaper.”

Says Brookbanks, “That’s where our employee-owner engagement is a real competitive advantage.” IQ

BIO: Kathleen Brookbanks Chair of the Board, Butler/Till

After first joining Butler/Till’s board in 2020, Ms. Kathleen Brookbanks has served as board chair since 2021. She previously served as chief operating officer of Hearts & Science—a data-driven marketing organization under the Omnicom Media Group umbrella. Additionally, she also served as chief operating officer for OMD US at OMD Worldwide Group, where she had management responsibilities for some of OMD’s biggest accounts, including McDonald’s, State Farm, Dell, JCPenney and Gatorade/ Quaker. Recognized as a leader within the industry, she was selected as one of AdvertisingAge’s Women to Watch.

BLOOD, SWEAT & TEARS

FROM DIAGNOSIS TO DOMINANCE

After beating cancer as a teen, Dr. Andrew Abraham created a start-up to bring good nutrition to the masses via Orgain. Now, Nestlé wants a taste.

By Engie Heidelberg

For many of us, the path toward discovering our life’s purpose, and by extension, our life’s work, can be an elusive pursuit. Yet, there are always outliers; those who are able to create a future for themselves based on their passions, personal histories, and even challenges and setbacks. Dr. Andrew Abraham, CEO and founder of Orgain and managing director

of Humble Growth is indeed one of those rare outliers.

While still a teenager, Dr. Abraham was diagnosed with an aggressive form of tissue cancer—a truly disruptive event that few are ever prepared to face, especially in adolescence.

After months of intense chemotherapy treatments and radiation Dr. Andrew became dangerously malnourished and struggled to maintain his weight prompting his doctor to hand him an off-the-shelf nutritional shake. A look at the label revealed dozens of artificial ingredients, many of questionable nutritional value. With his health in turmoil, Dr. Abraham got inventive.

By utilizing organic ingredients, he began to blend his own nutritional shakes at home. Before long, he was gaining weight back and his health steadily improved. Finally, and most excitingly, his cancer went into remission.

“I was obsessed with learning all about nutrition,” says Dr. Abraham, who dove into reading hundreds of books on the topic of nutrition until it became part of his life. Moreover, it may have saved it.

“Focusing on nutrition helped me pull myself out of a hole,” he says.

With his cancer in remission and his life ahead of him, Mr. Abraham focused on becoming the next Dr. Abraham , following in his father’s footsteps to become a physician. After successfully reaching that goal, the now freshly-minted Dr. Abraham was appointed chief resident of family medicine at Kaiser Permanente.

And yet, somehow, overcoming a life-threatening disease and securing a career with one of the premier healthcare systems in the world wasn’t enough. Although his passion for caring for people was firmly ingrained in his DNA, Dr. Abraham envisioned a scenario where he could be a force-multiplier for good health across the masses.

“As a doctor, I could see up to 60 patients in a day,” notes Dr. Abraham. “It was a breakneck pace, and I began dreaming of ways I could treat hundreds of thousands of people, if not millions, by way of something bigger than myself.”

The solution Dr. Abraham envisioned was a remedy he had used to save his own life years prior: the power of good nutrition.

“As a doctor, I could see up to 60 patients in a day. It was a breakneck pace, and I began dreaming of ways I could treat hundreds of thousands of people, if not millions, by way of something bigger than myself.”

—Dr. Andrew Abraham CEO, Orgain

Organic Lifecycle

Founded in 2009, Orgain’s first product was a powder modeled after the organic nutrition shakes that Dr. Abraham had blended for himself during his battle against cancer. Now, nearly 15 years later, Orgain’s product line includes a wide-ranging portfolio of organic nutrition shakes, protein powders, shakes, and more. Available online and in over 30,000 stores nationwide, the company became widely successful due in no small part to Dr. Abraham bootstrapping the organization for the first decade of its existence. As a result, Orgain is currently the No. 1 plant protein powder brand in the U.S..

“I was the sole employee for four years,” says Dr. Abraham. “I was the customer service guy, the sales guy, marketing guy—even the janitor.”

In order for his effort to be worthwhile, and to see his business bloom, Dr. Abraham needed a strategic partner to bring his product to the masses. Fortunately, he found that resource with Whole Foods.

“When Whole Foods accepted our product in all of their stores, it was not only extremely surprising but also daunting,” says Dr. Abraham, who recalls the experience as a “trial

—Greg Behar CEO, Nestlé Health Science

by fire.” And yet, without any marketing or sales support to speak of, the purchase orders kept arriving and the company started to hone their go-to-market strategy within the Whole Foods ecosystem.

“Early on, we didn’t launch many new products,” says Dr. Abraham, who notes “instead we focused on the one shake in the beginning. Thankfully, that experience served me well because I was focused on going very deep with the best product on the market and then expanding from there.”

While their early traction within the natural grocer was promising, the company’s timing was precipitous.

“We had all the odds against us in every way; we launched the world’s first certified organic, ready to drink shake in 2009 in the middle of the global recession. We also didn’t have anywhere near the resources of multibillion-dollar conglomerates who were also struggling at this time,” says Dr. Abraham. “And yet, we persevered.”

Perseverance, for Dr. Abraham, meant being able to point to the company’s success at Whole Foods for what other retailers could expect by stocking Orgain on their shelves.

“I took the Whole Foods story and began to replicate it,” he says, which turned out to be a solid strategy for skyrocketing the business. After years of steady growth, Dr. Abraham and team recently attracted the attention of Nestlé Health Science, who has been working to develop innovative, holistic nutritional products.

“Both Nestlé Health Science and Orgain believe that good nutrition can change lives,” says Dr. Abraham. “We began working with their team to explore their capabilities, resources and learn more about their dedication to nutrition.”

Then, in February 2022, the company announced that Nestlé Health Science would be purchasing a 51% stake in Orgain, with

“Orgain’s emphasis on clean, all natural, plantbased, organic ingredients has made it a leader in the U.S., and we look forward to combining our companies’ expertise to bring Orgain to more people around the world.”

Great Minds Orgain founder and CEO Dr. Andrew Abraham and Oscar, Emmy, and Grammy-winning artist, actor, author and activist Common (left) partnered together to develop a content series aimed at unlocking the power of healthy, plant-based eating and its impact on performance and overall wellness.

Dr. Abraham retaining a significant minority ownership position and continuing to lead the company as CEO.

“Nutritional protein plays a key role in supporting our health and wellness, whether we enjoy an active lifestyle or are facing health challenges,” said Greg Behar, CEO of Nestlé Health Science, in an official press release issued by the company following the acquisition.

“Orgain’s emphasis on clean, all natural, plantbased, organic ingredients has made it a leader in the U.S., and we look forward to combining our companies’ expertise to bring Orgain to more people around the world.”

Although terms of the acquisition were not public, trade media outlet Fooddive says,

“Nestlé’s investment [in Orgain] accelerates the company’s efforts in recent years to grow its health and wellness business.”

“Through its deal with Orgain, Nestlé is deepening its presence in trendy categories popular with consumers who increasingly value clean, all-natural, plant-based, organic ingredients— the very same areas Orgain focuses on with its portfolio of protein powders, shakes and bars,” writes Christopher Doering in Fooddive

In addition to their initial investment, the majority stake affords Nestlé Health Science the option to fully acquire Orgain in 2024. With so much on the line, ensuring you select the right partner is paramount.

Naturally Nutritious Launching with just one product in 2009, Orgain has grown to offer over 120 different organic nutritional products.

“Anytime that you approach working with a strategic partner, especially one as large as Nestlé, the biggest concern is if both organizations are strongly aligned,” says Dr. Abraham. “In the case of Nestlé Health Science, they understood our purpose and were supportive of our culture. In fact, if you were to read our mission statements, they’re nearly identical.”

Dr. Abraham says his conversations with Nestlé Health Science not only assuaged any concerns he may have had prior to securing a strategic partner, but left him with an overwhelming sense of anticipation regarding the future, given their ability to help Orgain scale effectively.

“Today we have over 120 SKUs and our business is expanding by leaps and bounds,” says Dr. Abraham. “We see a very clear path to a billion dollars in revenue in the very near future and I believe that we’re just scratching the surface on what we can do.”

Perfecting Your Paradigm

Orgain’s success is not only attributable to great tasting products made with topquality ingredients, but also the strength and effectiveness of Dr. Abraham’s leadership. Whereas many executives and start-up founders may feel like their life is on the line when battling it out in the boardroom, Dr. Abraham began creating his personal leadership paradigm while fighting for his actual life.

“I would say that both in my life and in business, there has been absolutely no shortages of hardships—but I will tell you that you really don’t grow as a person or leader when things are easy. You grow when you face tough challenges,” he says.

For Dr. Abraham, the result of that hardearned growth is a sense of resilience that is nearly impossible to manufacture.

“We’ve had production failures, product launches that I thought would be winners that ended up being failures, financial setbacks, and we even went a decade without taking on any outside capital,” he says. “Quite frankly, there were times that I really questioned if this was all viable.”

But, despite the myriad setbacks, Dr. Abraham and team refused to relent.

“You have to grit your teeth and you keep going,” he says. “I think that’s made us successful—pushing forward through the hardest of challenges.”

When asked if grit is the key quality that defines him as a CEO, Dr. Abraham is quick to turn the question on its ear.

“My approach to leadership may be a bit different because, even though my title says CEO, I really don’t consider myself one in the traditional sense,” admits Dr. Abraham, who quips that he’s only CEO because he was the company’s first and only employee. “I see myself more as a ‘chief everything officer’ in the sense that there’s no task too small for me. Anything that I can do to help move the business forward and empower the team is my job.”

With over 160 people under his leadership, Dr. Abraham no longer has to wear all the hats in the organization, which frees up his attention to building the next generation of leaders within the company.

“I think a true leader is one that produces more leaders,” he says. “My job is to hire the best of the best and get out of their way, while empowering and supporting them any way I can.”

From his perspective, Dr. Abraham has seen a sea change in leadership within his industry in recent years, with more and more executive colleagues pulling back on ego and leaning in on service.

“There is a shift happening now; leaders are growing more comfortable with collaboration at the top-levels of an organization, and many refuse to let their egos stand in the way,” says Dr. Abraham. “I have found that as our business has grown and the more success we’ve had, the less I’m needed for certain responsibilities, which is an incredible testament to the strength of our people.

Dr. Abraham’s “open-door policy” isn’t lip service: “Whenever I hire anyone, I tell them, your job here is to make us better,” he says. “If there is something that we are doing that could be done better, I want you to walk in my office, text me, call me, and tell me, ‘Hey, I know you’re doing it this way, but I believe we could be better if we do it this way.’ In my opinion, that’s how you succeed as an executive while making the organization around you even better.”IQ

Dr. Andrew Abraham is CEO of Orgain as well as managing partner at Humble Growth, a firm dedicated to propelling disruptive companies that are changing the ways we eat, drink, feel, and live.

Prior to founding Orgain, Dr. Abraham was appointed chief resident of Family Medicine at Kaiser Permanente, where he had 18 medical doctors under his supervision. Dr. Abraham received a B.S. in Biology from the University of California, Irvine and completed his medical residency at Kaiser Permanente in Riverside.

BIO: Dr. Andrew Abraham CEO and Founder, Orgain & Managing Partner, Humble Growth

INSIGHT CEO MASTERCLASS

YOUR TEAMS ARE AS UNIQUE AS THEIR FINGERPRINTS

So

By Bruce Zimmer

executive with over 20 years of diverse expertise, Mr. Nielsen most recently served as the CEO and president of Pharmaceutics International, Inc. (Pii), where he brought a measurable track record of success within both business-toconsumer and business-to-business companies.

Prior to his time at Pii, Mr. Nielsen served as the vice president of U.S. development, portfolio, and launch management at Sandoz Inc., a subsidiary of the Novartis group. His responsibilities included spearheading the U.S. development of generic, over-the-counter, and specialty brand products. Notably, Mr. Nielson also held senior leadership positions at Catalent Inc., where he served as the senior vice president of research and development and chief technology officer, as well as at URL Pharma, where he served as executive vice president, pharmaceuticals. Additionally, he served as the executive director of generic R&D at TEVA Pharmaceuticals.

Recently, IQ had the privilege of conducting an exclusive Q&A interview with Mr. Nielson, delving into his unique perspective and insights on the evolving paradigm of leadership within the biotech and consumer health pharmaceutical industry, and what qualities future leaders must possess to achieve success in the sector.

The global biotech and consumer health pharmaceutical industries have seen no shortage of disruption in recent years. From managing ongoing supply-chain slowdowns to the development of emergent technologies—all while

connecting more closely with consumers— the challenges facing chief executives in the sector can seem insurmountable.

Fortunately, Kurt Nielsen, Ph.D., is no stranger to disruption. A seasoned pharmaceutical

IQ: Walk us through your early career background. What led you to pursue a path in biotech and consumer health pharmaceuticals?

Dr. Nielsen: I will try not to get emotional, but it probably goes back to when I was a kid. My grandfather had Alzheimer’s disease and I didn’t really understand why.

I recall thinking ‘Why do these things happen? What can I do to make a difference in the world?’ And I don’t think I knew it at the time, but that was the genesis of my career. Solving

why do some CEOs still take a “one-sizefits-all” approach to leadership?

One of a Kind

Dr. Nielsen says leadership paradigm have shifted toward connecting with teams on an authentic, individual level to inspire and motivate people, which necessitates actively listening and hearing the concerns of the people you lead—the essence of being an effective leader today.

INSIGHT CEO MASTERCLASS

those questions really motivated me and drove me to get into the sciences, health care and the pharmaceutical business.

IQ: As an outsider looking in, you have such a well-rounded background and have led teams of all sizes across several high-performing organizations. This issue of IQ is about the ‘Changing Paradigm of Leadership’—what does it take to mobilize teams to accomplish great things?

Dr. Nielsen: That is a great question. There are many avenues that we could go down, but I think the most important variable for leaders today is to have a point of view.

Not in the sense of having a rigid world view, but rather a perspective—not only about how the world is today, but also how it should be. Granted, there will always be a gap between the present and future state, but our job as leaders is to enroll others toward a greater vision in order to bridge that gap.

IQ: How do you communicate your point of view in order to get people to understand and embrace a shared vision for the future?

Dr. Nielsen: It really starts with authenticity—especially the way that you express your beliefs within your point of view. The authenticity that comes from being genuine is powerful, and it is so easy for people to see it when it is there and to see it when it is not there, even for a second.

It is amazing how perceptive people are, which is ultimately rooted in our survival instincts. People know when a leader is committed to an outcome that they believe is right, which informs the point of view they have.

It is also important to hold on to that vision. When you waiver, your followership begins to question your strategy, and all your effort can begin to unravel—which can feel a bit insidious. So, again, for me it starts with standing for your beliefs; your authentic and genuine expression of that point of view goes a long way.

IQ: Do you find that you take a pragmatic approach when motivating and coaching the leaders that you lead?

Dr. Nielsen: Yes, and it is really important to understand the diversity of thought amongst the team members. People relate to you and your point of view in many different ways because everyone processes information uniquely. People are like fingerprints and everyone is motivated differently. Understanding and recognizing this can create an environment where you really build a relationship with the people who need to believe in what you’re doing When teams feel their leaders are just going through the motions, it can be very demotivating. So, from a communication standpoint, it is critical to avoid a cookie cutter approach. It is critical to communicate in a way that helps you relate to individual people, and then be ruthlessly consistent about it.

IQ: Personally speaking, how much of this did you learn through trial and error? Were there other leaders or managers in your past who helped you formulate this approach?

Dr. Nielsen: Reflecting back on certain portions of my career, I would definitely say there were peers and leaders that I both sought to emulate and avoid, and I tend to separate management and leadership into different camps.

As far as trial and error, absolutely. I might categorize my career as an epic journey—from peak to peak. Which is to say there were plenty of valleys and lowpoints in between.

But that is the benefit of hindsight, right? Naturally, I made plenty of mistakes along the way, yet they were made in an attempt to move people and businesses forward. And over time, regardless of the missteps, you begin to hone passion for leading others and you seek to reinforce good behaviors through your own actions as a leader.

“As a product of Generation X, we would be given tasks and it didn’t matter if it took one hour or eight hours to complete it, you needed to get it done and get it done right. There was no question about. The environment and context for leadership today is very different.”

IQ: There is real data behind what you’re saying: A recent Harvard Business Review study noted that the majority of executives surveyed said that failures and setbacks were some of their strongest teachers as a leader. Which lessons have stuck with you?

Dr. Nielsen: I’m sitting here thinking about the question and it is like my career is flashing before my eyes, right? [Laughter]

Reflecting back to some of my early leadership roles, I think I did not move fast enough when there were performance management issues, as in, somebody is either not able to perform or is in the wrong role. And I probably exhibited all the classic behaviors that you should not do—from avoiding difficult conversations and rationalizing the issue to pretending there is not an underlying problem. When that happens, the issues can snowball into an avalanche of uncorrected actions.

Ultimately, what I learned along the way is how important it is to have regular, informal conversations about what is working and what is not. Almost on a daily basis, I would say. I also learned not to be apprehensive about having conversations about the softer side of the results.

For many of us, especially early in our careers, it is all about results. The mindset can be ‘let’s get it done regardless of how we get there.’ But, if the road to achieving an outcome is brutal, it can be that much harder to achieve similar results the next time around because team members are still dealing with the wake of disruption from the previous initiative.

IQ: I’ve had the opportunity to speak with some of your peers and they describe you as someone who prioritizes inclusiveness. Why is that important to you, and do you see a shift toward greater inclusiveness within the current biotech and the consumer health sectors?

Dr. Nielsen: You know, I will probably speak out of both sides of my mouth and say, on one hand, it has not changed. And on the other hand, it is completely different.

Where it has not changed is the essence of leadership. The ability to connect with people so that they understand, not just feel, that they’ve been heard is timeless. When people are heard they are much more likely to sign up to be part of your vision, because they understand that you have taken the time to really synthesize their points of view as well.

And there is real power there—not power over people, but power in the sense that it leads to alignment and enrollment amongst teams and team members. I do not think that ever will change because it is part of being human; the desire to be heard, included, and part of something that’s bigger than yourself. That said, I think what is different—and what constantly changes—is the values held by each generation of leaders.

IQ: How so?

Dr. Nielsen: Personally speaking, as a product of Generation X, we would be given tasks and it didn’t matter if it took one hour or eight hours to complete it, you needed to get it done and get it done right. There was no question about. The environment and context for leadership today is very different.

Going back to my previous statement about each person being a fingerprint, the paradigm has shifted toward connecting with teams on an authentic level to inspire and motivate people, which, again, necessitates active listening and really hearing the concerns of the people you lead. That is really the essence of being an effective leader today.

IQ: I like how you said that—the essence of effective leadership is being able to understand and empathize with those you lead to ensure they are understood. I’m curious, as a CEO, how can you ‘train your ear,’ so to speak, in order to assess what is truly important to teams and enterprises?

Dr. Nielsen: For me, there are a few keys. First, when communicating with direct reports, I tend to pick up on the phrases ‘I feel’ or ‘I think’, because there is a distinction there versus a datadriven statement.

As humans, we are driven by emotion. Yet, as leaders, we need make rational, informed decisions. When someones says ‘I feel’, it is usually because they are expressing a gut feeling. Sometimes it takes a bit of mining, but by drilling down and uncovering the metrics or data behind that gut feeling, you can start to attune your listening for the subtext behind any number of issues an organization might face.

Secondly, in order to really hone your listening, it is critical to genuinely connect with people to understand their thought processes. Which can be easier said than done. As a CEO or leader like in today’s world, everyone is

BIO: Kurt Nielsen Former President & CEO, Pharmaceutics International, Inc.

Kurt Nielsen, PhD, is the former president and CEO of Pii— Pharmaceutics International, Inc. Dr. Nielsen is a seasoned pharmaceutical executive with over 20 years of diverse experience, most recently as the president of Lupin Somerset, responsible for all its generic and branded products. Prior to Lupin, he held the post of vice president, U.S. development, portfolio and launch management at Sandoz Inc., where he was accountable for the U.S. development of generic, OTC and specialty brand products. Dr. Nielsen has also held positions at Catalent, where he was senior vice president of R&D and chief technology officer, and URL Pharma where he was the executive vice president, Pharmaceuticals. He earned his Ph.D. in chemistry from Villanova University and a BS in Chemistry from the University of Delaware.

Socially Diverse Network

By pulling in the perspective and advice of others you trust—those who are invested in your success—you can begin to hone your ability to see the playing field in three-dimensions. These true influencers can both ground us and elevate our perspective. And the more diverse our perspective, the better.

incredibly busy, right? Everyone has an agenda to achieve and business has to get done.

Yet, it is essential for executives to be able to relate to people. It’s not always about data itself—sometimes it can be equally as important to understand how others assess data and how that informs their perspective.

IQ: What is the most difficult aspect about leading people in our current business climate?

Mr. Nielsen: I think it is taking the time to make sure you’ve got more than just the a near level understanding of what motivates people. For instance, why are they telling you what they are telling you? It can be really difficult to focus on this with clarity because of the pace at which business moves today, and because of the expectations around what needs to be delivered.

It is easy to say to yourself, ‘I have to move faster. I have to be more efficient. I need to be more productive’, but do I really understand what my team needs of me so that they can be effective? I think, in today’s world, getting that right is exceedingly difficult for executives, given the myriad of internal and external pressures to contend with.

IQ: What did you learn about yourself after attaining the role of chief executive? Are there particular lessons that you can only learn once you’ve reached the corner office?

Mr. Nielsen: Yes, to an extent you are alone at the top. Naturally, great CEOs are supported by highly skilled leaders on their executive team, yet all eyes are on you. It is a unique singularity.

On the one hand, you probably knew that going in. But, as a first time CEO, it does take some adjustment. Once you realize that you must set yourself up for success and pull in the right people in order to have the right conversations about the businesses, you begin to elevate yourself to the next level.

It is also critical to have a coach, mentor, or an outside perspective, which can be transformational. That is because it is easy to fall back on our egos to tell ourselves ‘I got this’, regardless of what is transpiring around us.

I like to say it is a bit like being an Olympic athlete. When you first step into the stadium, it is natural to feel overwhelmed. There is so much to pay attention to. Then let’s say you run the 100M dash and come in fourth. You may think, wait a minute. I’m used to coming in first…now what?

By pulling in the perspective and advice of others you trust—those who are invested in your success—you begin to hone your ability to see the playing field in three-dimensions. In real terms, a trusted advisor can ensure we do not let facts get distorted because of the way we perceive a given situation, which is human nature.

IQ: As you look ahead—let’s say 5-to-10 years from now—what excites you most?

Mr. Nielsen: I get excited by change. As you can imagine, the pharmaceutical industry is infamously conservative and operates within a highly risk-averse environment. And yet, we stand on the precipice of many breakthroughs, particularly due to accelerated technological adoption. The industry is utilizing data in novel

and innovative ways, which can help predict how a product may perform in the future, for instance.

The current pace of technological advancement also creates an opportunity to bring data and perspectives from many different disciplines together to more effectively collaborate and develop products and solutions that more effectively treat and cure patients. At the end of the day, this is what it is all about, and these emerging technologies could be an effective tool for recognizing our own humanness.

IQ: What keeps you up at night?

Mr. Nielsen: The irrationality of people, I would say. The concept of what is rational and irrational is driven by context. It worries me that people are comfortable fabricating facts which are, for whatever reason, irrationally accepted. As a scientist, facts are facts. They are boring and not necessarily open to interpretation. What keeps me up at night is the trend around distorting what is factual has become endemic in our society.

IQ: Speaking of the future, what do you aspire for your legacy to be? What do you hope others say about working with you?

Mr. Nielsen: I would say two things: One is that they enjoyed the experience of working together and, secondly, that the people I led feel they were treated fairly. That doesn’t mean it was always fun, but there was enjoyment in it and they were treated excellently. That’s it. I think at the end of the day, that is what I really hope for. IQ

“It is critical to have a coach, mentor, or an outside perspective, which can be transformational. That is because it is easy to fall back on our egos to tell ourselves ‘I got this’, regardless of what is transpiring around us.”

THE CHANGING PARADIGM FOR LEADERSHIP ISSUE her own Perfecting Perfecting

PARADIGM PARADIGM

How Syneos Health CEO Michelle Keefe is shattering leadership conventions via radical transparency and by crafting unforgettable employee experiences.

BY JON BALL & JUNE ZERINGUE

PHOTOGRAPHY

MICHAEL BENABIB

Paradigm Pioneer

With over 30 years of experience in the global life sciences industry, Ms. Keefe possesses a solid background in clinical-to-commercial go-to-market strategies, operational excellence, and financial acumen. Yet, her reputation for developing employees to positively impact their communities rivals her lengthy list of career accolades.

As CEO of Syneos Health —headquartered in the “research triangle” of North Carolina— Michelle Keefe leads an integrated biopharmaceutical solutions organization -- spanning clinical, commercial and medical affairs -- that aims to accelerate the development and commercialization of new therapies to market. With a strong emphasis on innovation and collaboration, the company is focused on its commitment to customers, always approach, helping them accelerate the delivery of new therapies for patients.

Formed in 2017 through the merger of inVentiv Health and INC Research, Syneos Health operates across various functional areas, including clinical development, commercialization, consulting, and data & technology solutions. Within clinical development, the company provides services such as clinical trial management, patient recruitment, data management, and regulatory support. Their global network allows them to conduct trials in different therapeutic areas and locations, ensuring access to diverse patient populations and regulatory environments.

With over 30 years of experience in the global life sciences industry, Ms. Keefe possesses a strong background in clinical-to-commercial go-to-market strategies, operational excellence, and financial acumen. In April 2022, she was unanimously appointed by the company’s board of directors to succeed retiring CEO

Alistair Macdonald, who served 20 years at Syneos Health.

Prior to joining Syneos Health in 2017, Ms. Keefe held the role of global group president and chief development officer at Publicis Health. Prior to that role, Ms. Keefe’s tenure at blue-chip biopharmaceutical giant Pfizer spanned two decades, where she assumed increasing levels of responsibility and ultimately served as a regional president.

A passionate advocate for inclusive and collaborative work cultures, Ms. Keefe serves as an executive sponsor for the Diversity, Equity & Inclusion Council, and the Syneos Health Rising Star and Luminary employee recognition program (part of the Healthcare Businesswomen’s Associations recognition program, where Michelle also serves as a member of the Global Advisory Board).

From her vantage point, Ms. Keefe has observed where and how the paradigm for effective leadership has evolved within the health sciences sector, as well as what has not changed.

“We work in an industry that is moving at the speed of light,” says Ms. Keefe. “The ability to not just treat diseases anymore, but actually cure diseases, is something that has been exciting for me to watch over the past 30 years. However, ‘trust’ and ‘transparency’ are just as important in the pharmaceutical industry today as they were three decades ago.”

—Michelle Keefe CEO, Syneos Health

“You will hear people say, ‘we built a trusting environment, we’re very transparent in our communications.’ That is great, but building trust takes time. It doesn’t just happen magically.”

And despite the staying power that ‘trust’ and ‘transparency’ enjoy as industry mainstays, achieving trust and delivering transparency can be difficult for many leaders and organizations to achieve if not inextricably linked to their core mission and identity.

“You will hear people say, ‘we built a trusting environment, we’re very transparent in our communications’,” notes Ms. Keefe. “That is great, but you must be very intentional about it. It’s not something that just happens magically. Building trust takes time.”

A Paradigm of Transparency

The adage that “trust takes years to build, seconds to break, and forever to repair” is highly relevant within the healthcare and clinical development sectors, where the margin for error is razor-thin.

With over 29,000 employees working in over 110 countries, Syneos Health maintains a global presence and vast network of research sites, clinical trial facilities, and commercialization hubs. A key to establishing a level playing field for trust to blossom across such a large and complex

organization is a relentless emphasis on transparency.

“We build trust when we follow through on our commitments, but also, when we communicate with honesty and transparency—regardless if a scenario is positive or not,” says Ms. Keefe, who employs radical candor with Syneos Health employees, colleagues and customers, which she says must be delivered at the same standard and without hesitation for the sake of authenticity with stakeholders and clarity with those she leads.

The intended result of applying radical transparency at the same frequency to all stakeholder groups is for trust to begin to take shape. The challenge, however, in Syneos Health’s operating space is maintaining transparency when information must be confidential.

“Although there will be times that select information cannot be shared, that should not impede transparency in our communications,” says Ms. Keefe. “Sometimes that means saying, ‘I understand why this information is important to you and I understand why you’re asking these questions.’ Although I am not in a position at this time to be able to share

Paradigms in Action Ms. Keefe and other executive leaders in a fireside chat with The Syneos Health Women’s Group in New York City.

more information with you, you have my commitment that when I can, I will and that I will give you information real time when I have it.”

Ms. Keefe believes a consistent emphasis on radical transparency can create an inflection point for trust to be cultivated.

“When you think about what people value today versus in my grandparent’s generation or my daughter’s generation, many things may be different, yet the one consistent factor is a desire for people to be given context and information,” says Ms. Keefe. “The natural result is that people are connected and engaged—and that’s when you do your best work for customers.“

Empowering teams to do their best work also means how and where they work, says Ms. Keefe, who believes this is a key facet in a leader’s evolving paradigm for effective management. The mistake, she says, is assuming these management attributes are less important “soft skills.”

“For instance, what people might view as a ‘soft skill’ can be a critical driver in terms of employee engagement,” says Ms. Keefe, who believes flexibility in terms of hybrid work environments, as well as opportunities for employees to develop themselves professionally and positively impact their communities through volunteer work, can all bring balance to an organization and its workforce.

Shining Stars

Syneos Health team members attend the HBA Woman of the Year Awards in New York City on May 16, 2023, recognizing ‘Rising Stars and Luminaries’ from across the industry.

Syneos Health’s eight separate employee resource groups (ERGs) and one business affinity group (RISE) provide a structure for employee engagement and coordinated action.

“Many companies do this as well, but our approach is to tie executive sponsors to each ERG so that they are able to elevate information, requests, and issues to senior leadership,” says Ms. Keefe. “By creating opportunities for everyone at Syneos Health to understand the unique value and perspectives they bring to the organization, we can build an environment where people can be their genuine selves, which results in better business outcomes.”

Hardscrabble Lessons

If one is to successfully cultivate a personal leadership paradigm built on authenticity and transparency, then resiliency and an ability to grow stronger following setbacks are key modalities within a leader’s quiver.

“I am a firm believer that setbacks can fuel us,” says Ms. Keefe, who recalls a seminal learning experience during her tenure at Pfizer.

“Earlier in my career, I pursued a sales role that I thought would be a perfect fit, but ultimately the role went to someone else,” says Ms. Keefe. “I was very disappointed because I loved sales so much. However, I realized that the person who had earned the role—a good friend of mine to this day—did so because they had a much more diversified skillset and they had worked in several channels, including internationally. At the time, the experience was personally disappointing to me but in fact it was a huge learning experience and amazing lesson about the value of diverse experiences.”

In response, Ms. Keefe began broadening her experience over a wide skillset with the understanding that, “sometimes you have to go horizontally before you could go vertically to the top,” she says.

If our ability to learn from setbacks is a gift afforded to us through time and reflection—then how can leaders build resilience to the disruptions and setbacks facing leaders on a daily basis? Ms. Keefe does not shy away from applying this same calculus to her current role at Syneos Health.

Syneos Health had a challenging 2022. Ms. Keefe had to not only create an

environment where her agenda could thrive after assuming the CEO role in 2022, but also is in the process of managing a change in the company’s ownership structure. Just over a year into her tenure as chief executive officer, an investment consortium comprising Elliott Investment Management, Patient Square Capital and Veritas Capital, agreed to take Syneos Health private in a deal worth $4.46 billion, or $7.1 billion including debt, reports Reuters.

A model of resiliency in action, Ms. Keefe says, “I needed to assess the right way forward in order to achieve our longterm growth goals. At the end of the day, we run a business and I’m very clear that my role is to grow our top line and expand our profitability while providing the best possible outcomes for our customers, patients and employees.”

Although she is quick to assume ownership and accountability, Ms. Keefe says generating those outcomes and realizing an organization’s ambitions takes coordinated action.

“Ultimately, I am the leader of the business, not an island. It is essential for our success that I tap into my advisors, leadership team, direct reports, analysts, peers and colleagues, and those outside the organization to acquire and amass the perspective and insight needed to deliver for our patients, our employees, and our investors,” she says.

If experiencing a setback is an incredible growth opportunity to be managed, then Ms. Keefe advises leaders not to lose their nerve when the floor drops from under their feet.

“We all have that moment where we say, ‘Oh no, I’m failing.’ But, people who really grow from those setbacks and develop new skillsets, or come out on the other side stronger than before, are the ones who can say, ‘let’s not waste a good crisis here. What am I going to do about it?’”

An Eye on the Horizon

A goal for Ms. Keefe, as it is for any executive, is to successfully execute her agenda while also creating an environment for it to take root. The four quadrants of her agenda entail strategic business development, improving visibility, increasing efficiency, and a large internal

BIO: Michelle Keefe CEO, Syneos Health

Michelle Keefe is chief executive officer of Syneos Health and a member of the Company’s Board of Directors. A global life sciences executive with 30 plus years of clinical to commercial go-to-market experience, and operations and financial expertise, Michelle brings a proven track record of creating cross-collaborative, agile teams that accelerate customer performance. Prior to joining Syneos Health in 2017, Michelle served as global group president and chief development officer of Publicis Health. She also spent 20 years at Pfizer, with increasing levels of responsibility culminating as a regional president. A champion for inclusive, collaborative cultures, Michelle is an executive sponsor of the Women of Syneos Health ERG, Diversity, Equity & Inclusion Council and Syneos Heath Rising Star and Luminary employee recognition program. Currently, Michelle serves as a member of the Healthcare Businesswomen’s Association Global Advisory Board. She holds a B.S. in marketing from Seton Hall University.

Eye on the Horizon

When envisioning her future legacy, Ms. Keefe says she wants, “everyone who worked in an organization that I led to feel like I created the best experience of their entire career.”

initiative to streamline operating processes and reduce complexity of Syneos Health’s operating model.

“We are focusing on statistical modeling to improve performance and patient enrollment, and we are exploring the use of AI and machine learning to better detect risks and issues in clinical trials,” she notes. “These investments are closing our competitive gaps and, more importantly, showcasing differentiations within our proposal process and how we show up in front of customers for new business.”

Ms. Keefe, who notes that Syneos Health has long had “industry-leading therapeutic and scientific expertise,” is continuing to invest in these breadand-butter areas due to the therapeutic accumen it affords the company and the enhanced solutions it provides to customers. In addition, new developments around generative AI—combined with human ingenuity—could further transform the clinical development and commercialization space.

“The technology at play is so promising that we could soon be in a world where clinical trials only take two years, instead of five to seven, which would be a massive game changer when it comes to developing medicines and bringing them on the market that patients need today.”

Future transformation within life sciences may be thrilling, but Ms. Keefe still must contend with the present reality of running

an international organization during a time when global disruptions are becoming increasingly common.

“What keeps me up at night is thinking about how I retain our top talent, which is something we are always thinking about as an organization as well,” she says. “We are operating in an environment where there are plenty of options for people, and I believe the investments we make in our people at Syneos Health directly correlate with our top-line growth.”

One paradigm of her strategy as CEO, says Ms. Keefe, is to perpetually challenge herself to develop Syneos Health into not just a place to work, but rather a careerlong destination for current and future employees. With many miles still to go, her desire to leave others with a positive sense of accomplishment about their work serves as a beacon on the horizon.

“By creating opportunities for everyone at Syneos Health to understand the unique value and perspectives they bring to the organization, we can build an environment where people can be their genuine selves, which results in better business outcomes.”

THE CHANGING PARADIGM FOR LEADERSHIP ISSUE

WOULD YOU RECOGNIZE A LEADER IF YOU

HEARD ONE?

Globalization, technological advancements, and an increasingly interconnected world are shifting the paradigms for leadership. So, what does effective leadership look in our new normal?

BY SHIDEH SEDGH BINA AND NATHAN OWEN ROSENBERG

Cpicture a historical figure? A man or a woman? What other traits, characteristics and qualities does she or he have? If we were to collect and organize the responses, chances are the mosaic that results would be a rich tapestry of human beings with wildly dissimilar backgrounds, experiences, and appearances.

If we compare that mosaic to what would have been the likely responses in the later years of the twentieth century, it becomes apparent that the world has witnessed a profound transformation in whom we consider leaders and leadership approaches over the past decade. From hierarchical structures to decentralized networks, from authoritative decision-making to collaborative and inclusive processes, the paradigm—or our mental model for leadership— has undergone a remarkable evolution. From Henry Ford to Mary Barra, if you will.

The evolving nature of enterprises across the global business landscape means that leadership requirements are constantly shifting, as well. Conversely, the transformation in who can lead and how they lead has transformed enterprises.

Successful leaders must possess the agility to lead in dynamic environments. Identifying individuals who can meet these evolving demands adds to the difficulty of identifying good leaders. Even more difficult, perhaps, is the ability to identify these qualities in ourselves.

Highly Visible Leaders 20-meter-tall

Montevideo, Uruguay. Gallino was inspired to paint both leaders because, “Mandela inspired me as a symbol of struggle, emancipation and revolution. In turn, Malala Yousafzai for being a fighter for freedom and education of women that this has made her an international symbol of peaceful protest.”

Within the corporate realm, the traditional top-down leadership model—characterized by a single individual wielding power and authority—has given way to a more fluid and adaptive style. Intangible qualities such as emotional intelligence, adaptability, ability to relate, communicate, and inspire and ethical decision-making are now a requisite.

If the future is to be realized, then evolving our paradigms for leadership could be the catalyst to achieving our agendas and intended outcomes. According to Stephen Covey, author of The 7 Habits of Highly Effective People, “If you want small changes, work on your behavior; if you want quantum-leap changes, work on your paradigms.”

In tomorrow’s world, the effective leaders behind “quantum-leap changes” will be those who focus on the key pain points; build real teams to achieve and accomplish the highest priorities; position themselves to inspire, empower and hold accountable those teams; drive organizational success, and make a meaningful impact on their enterprise and society as a whole. So, how do we get there?

Surveying the Shift

If the paradigm for leadership is changing, then what is driving the shift?

The advent of globalization, technological advancements, and an increasingly interconnected world have contributed to a shift in societal values, expectations, and demands. So has the recognition that organizations have to be designed to encourage and allow each and every person to make her or his maximum contribution to gain competitive advantage.

murals of Nelson Mandela and Malala Yousafzai— painted by famed street artist José Gallino—looms above

As an Insigniam client in Saudi Arabia said years ago, “How can we compete if half of our population cannot contribute?” As a result, leaders are now expected to possess a broader skill set that encompasses empathy, adaptability, and the ability to navigate complexity.

In our digital age, knowledge is no longer confined to a privileged few but accessible to anyone with a computer and an internet connection. This free flow of information has empowered individuals, enabling them to challenge traditional power structures and demand transparency and accountability from their leaders. Furthermore, the rise of social media platforms has amplified the voices of individuals and communities, giving them a platform to express their opinions and influence public discourse.

This has led to a more participatory and inclusive form of leadership, where leaders actively seek input and engage with diverse perspectives. Inclusion and diversity are no longer mere buzzwords but integral components of effective leadership, fostering innovation, creativity, and resilience.

High leadership engagement can pay dividends, says former PepsiCo CEO Indra Nooyi, “If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you.”

Another significant aspect of the evolving leadership paradigm is a growing recognition of the importance of emotional intelligence, particularly empathy and strong listening skills. Leaders must be adept at managing their own emotions while creating a supportive and empathetic environment for their teams.

According to a recent study, organizations that value and widely use emotional intelligence (EI) as a performance indicator are 3.2x more effective at leadership development. Perhaps shockingly, 59% of employers surveyed said they would not hire someone who has a high IQ but low EI. And yet, 68% of organizations surveyed said they do not have any formal tools in place to identify, develop or leverage EI.

The shift towards a more collaborative leadership style has been fueled by the recognition that diverse teams with varied perspectives can tackle complex challenges more effectively. Leaders must now act as facilitators, empowering their teams and fostering an environment that promotes engagement and trust.

“Effective leaders understand the importance of creating a safe and trusting environment for their teams,” writes Amy Edmondson, Novartis Professor of Leadership and Management at Harvard Business School in her book, The Fearless Organization. “ They act as facilitators, empowering individuals to contribute their ideas, take risks, and learn from failures. This enables teams to thrive, adapt to challenges, and achieve collective success.”

Five Principles for Leading in the New Paradigm

To thrive in our ever-changing landscape, Insigniam counsels our executive clients to embrace a set of principles in order to reframe our leadership paradigm. By understanding and allowing yourself to be influenced by these principles, we have witnessed leaders not only evolve their skillsets, but also foster a culture of trust, innovation, and resilience within their organizations.

Leaders Are Reliable for Results

First and foremost, accountability is a cornerstone of effective leadership. At Insigniam, we view accountability as making commitments for actions and results and then being reliable for delivering on commitments or accounting for what was missing in promises not kept. This means leaders live true to the commitments they make, operating with no alternative to achieving the result to which they have

Leaders must now act as facilitators, enabling teams to thrive, adapt to challenges, and achieve collective success.

committed. This gives them the right to hold others accountable.

One leader who exemplifies the principles of accountability and being reliable for results is Satya Nadella, the CEO of Microsoft. Since assuming the role in 2014, Mr. Nadella has transformed Microsoft’s culture and positioned the company as a leader in the technology industry.

Mr. Nadella’s leadership style is characterized by his strong emphasis on accountability and taking ownership of outcomes. He has instilled a culture of trust and transparency within Microsoft, where employees are encouraged to take risks, learn from failures, and be accountable for their actions.

Under Mr. Nadella’s leadership, Microsoft has experienced significant growth and innovation with a remarkable increase in shareholder value. By fostering a culture of accountability and being reliable for results, Mr. Nadella has inspired teams to drive transformative initiatives, such as the development of Azure, Microsoft’s cloud computing platform, which has become a major revenue driver for the company.

Mr. Nadella’s commitment to accountability extends beyond business outcomes to include a broader sense of responsibility towards society and the impact of technology.

2

Leaders Work as Their Word

Accountability without trust is hollow, and therefore, working as your word is the second principle to guide your leadership paradigm. Leading starts with taking a stand—giving your word to a new future.

At Insigniam, a leader’s integrity involves consistency, meaning all your actions, conversations, and behaviors are consistent with the stand you have taken. When one has integrity and is consistent in one’s word and actions, that inspires credibility, trust, and a foundation of certainty even during uncertain times.

A study conducted by The Center for Creative Leadership supports the notion that leaders who exhibit integrity and consistency in their actions are perceived as more credible and trustworthy by their teams. This perception fosters stronger relationships and enhances the level of commitment and engagement from employees.

When Alan Mulally, the former CEO of Ford Motor Company, joined Ford in 2006, the company was facing significant financial challenges and struggling to compete in the global automotive market. Mr. Mulally consistently acted with integrity by being transparent about the company’s issues and by implementing a comprehensive turnaround plan. He honored his commitments and maintained consistency between his words and actions, which generated trust and

Standing The Test of Time

Not every leader will have statues erected in their honor, such as Martin Luther King Jr.’s memorial in Washington, D.C. Yet, according to the Center for Creative Leadership, leaders who exhibit integrity and consistency in their actions are perceived as more credible and trustworthy by their teams. This perception fosters stronger relationships and enhances the level of commitment and engagement from employees.

credibility among employees, shareholders and other stakeholders. Mulally’s leadership and integrity played a vital role in Ford’s successful transformation and recovery.

and acknowledging the worth and potential of every individual, her leadership exemplifies the transformative power of accepting oneself and others, and the positive impact it can have on individuals, communities, and nations.

Leaders Generate New Futures

It is important to understand that leader is not a title or position; in this new paradigm, anyone can lead. A leader takes a stand for a new future and engages others to take on that new future as their own commitment

Consider Malala Yousafzai, a Pakistani activist for female education, defied the oppressive Taliban occupiers in her region and became a global advocate for girls’ right to education.

By taking a stand and making room for others to embrace her vision, Ms. Yousafzai empowered individuals to rise to the occasion and contribute to positive change. Ms. Yousafzai’s courage and determination inspired others to join her cause and take inspired actions needed to address gender inequality. Her advocacy led to the establishment of the Malala Fund, a nonprofit organization dedicated to promoting girls’ education worldwide.

Leaders Embrace Humanity

3 5 4

Authenticity begins with a willingness to accept oneself and others exactly the way they are—and the way they are not. Ultimately, this is about compassion, graciousness, and an appreciation for people, a commitment to people’s greatness even before it is evidenced.

On the international stage, Jacinda Ardern, the 40th prime minister of New Zealand and leader of the Labour Party from 2017 to 2023, has frequently been showered with praise for embracing the principles of acceptance, compassion, and appreciation for people’s greatness. Ms. Ardern’s response to the Christchurch Mosque shootings in 2019 showcased her deep compassion and acceptance of others. Following the tragic event, she swiftly condemned the violence and stood in solidarity with the Muslim community, wearing a headscarf as a sign of respect and empathy, emphasizing her acceptance of different cultures and religious beliefs. Ms. Ardern’s compassionate approach not only provided comfort to those affected but also united the nation in a shared commitment to tolerance and inclusivity. By embracing diversity, fostering inclusion,

Leaders Engage Commitments from Others

Most people’s tendency is to deal with people’s complaints, justifications, wants, likes and dislikes, and personal comforts. A leader makes room for all of those things while still generating a sense of true inspiration within those they lead.

Although frequently shortlisted as one of the greatest leaders in modern history, Nelson Mandela, the iconic anti-apartheid activist, and former President of South Africa, embodied these qualities under the most difficult of circumstances.

During his 27-year imprisonment, Mandela faced numerous challenges and grievances, both personal and political. However, he made room for those complaints and injustices, acknowledging the frustrations and grievances of his fellow prisoners and the oppressed South African majority. He listened to their concerns and understood the depth of their suffering.

Mandela’s ability to make room for people’s complaints and wants while remaining rooted in his bigger commitments inspired others to transcend their own limitations. Even after his release from prison and becoming President, Mandela continued to embody these qualities. He sought to address the concerns and needs of all South Africans, recognizing that true leadership requires understanding and empathizing with people’s wants, likes, and dislikes, while also driving toward a greater vision.

Shift Happens

Tomorrow’s most effective leaders will be those who recognize and embrace this changing paradigm of leadership, adapting their approaches and mindsets accordingly. They will understand the importance of agility, empathy, inclusivity, and innovation in navigating the complexities of the modern world.

By actively embracing the changing landscape—leading change in the landscape, these leaders can position themselves to inspire and empower their teams, drive organizational success, and create a positive impact in an ever-evolving society. IQ

Tomorrow’s most effective leaders will be those who recognize and embrace a changing paradigm of leadership and adapt their approaches and mindsets accordingly.

PARADIGM FOR LEADERSHIP ISSUE

AN

Cone Health became a nationwide DE&I leader and transformed their business and community in the process. Now, CEO Mary Jo Cagle and Chief People & Culture Officer Michelle Adamolekun share their script for unlocking powerful diversity and inclusion.

BY RYAN JONES

Since caring for their first patient in 1953, Cone Health—ranked by Fortune and IBM Watson Health as one of the top 15 health systems in the U.S., and the number one mid-sized health system—has set the bar as a national leader for diversity, equity, and inclusion across its organizational spectrum. In 2023 alone, Cone Health was recognized as one of the nation’s top 50 Best Employers for Diversity by Forbes; the company’s chief people & culture officer, Michelle Adamolekun, was named one of the Top 50 Health Care Professionals by the Diversity First Consortium; and Cone Health’s CEO, Mary Jo Cagle, MD, was named one of the 50 Most Influential Clinical Executives by Modern Healthcare

When employees within the Cone Health system were asked to describe the organization in seven words or less, the most commonly used keywords were, “caring, diverse and inclusive”— a proverbial holy grail for employers seeking to intertwine DE&I into their corporate DNA.

That significance cannot be underscored enough, considering that Cone Health is headquartered in Greensboro, North Carolina. As noted by CNN, “Decades ago, [Greensboro] was a catalyst in the civil rights movement. Downtown, there’s a civil rights museum around the famous Woolworth’s lunch counter where four young African-American men staged their historic sit-in protest a half-century ago...a few miles away from the infamous street where a confrontation with the Ku Klux Klan turned deadly in 1977. Despite a changing population and opportunities to learn from its history, racial tensions haven’t disappeared in Greensboro, longtime residents say.”

To understand how Cone Health has made an outsized impact in DE&I—within both the national healthcare system and the Greensboro community—Insigniam Quarterly sat down with Dr. Cagle and Michelle Adamolekun to get their perspective as to how and why the provider is leading the way.

IQ: First and foremost, congratulations to you both on Cone Health being recognized by Forbes as a 2023 Best Employer for Diversity. Can you describe how Cone Health embraces DE&I as core to its culture?

Dr. Cagle: Thank you for recognizing that. We have been on this journey for more than a decade, and if you look at our values, we care for our community, we care for each other and we care for our patients. Central to that is a deep-seated respect for each and every individual, and for that to be true, DE&I must be part of that journey.

At Cone Health, we exist in a very diverse community and, therefore, our workforce is exceptionally diverse as well. Rhetorically, how could we live our values if we weren’t on a DE&I journey?

Many people solely look at diversity, equity, and inclusion through the lens of ethnicity, gender, and sexual orientation. While it certainly includes all those things, it is more than that. DE&I includes diversity of thought, diversity of religious belief, and all the things that make us unique as human beings. DE&I brings that richness into the workplace.

IQ: Likewise, Mrs. Adamolekun, congratulations for being recognized as one of the Top 50 Health Care Professional by the Diversity First Consortium for your outstanding servant leadership and commitment to diversity. What fuels your passion for cultivating a culture of true belonging—one that empowers teams to live out their mission to improve the daily lives of friends, families, and neighbors?

Mrs. Adamolekun: Thank you so much for recognizing that award—it was truly a blessing to receive it.

I joined Cone Health in November 2021, and I can tell you that Cone Health’s journey in DE&I began before I joined the organization. It really started with Cone

Health naming its first chief inclusion officer in 2012. And in the years that followed, our awareness and understanding of how DE&I is a competitive advantage has only grown as well.

I would say that my passion overlaps with our brand promise here at Cone Health, which is to ‘be right here’ with all those we serve, which means that no one is discounted, and no one is overlooked. That promise extends to our team members and we continue to examine our systems, processes, policies, and our practices for increased effectiveness and efficiencies. We want to ensure that our team members truly feel respected. And so the commitment I feel for all of our 13,000 team members not only drives me, but it ultimately impacts the lives and health outcomes for our patients and for our community.

IQ: This issue of Insigniam Quarterly is focused on ‘the changing paradigm of leadership’. You mentioned that Cone Health has been on a decade-long journey of

}} Care

transformation. What was your experience operating within the previous paradigm?

Dr. Cagle: I arrived at Cone Health nearly 13 years ago, right as we were first beginning our culture journey. We were at the precipice of this journey, and so we stated what we wanted to become, but we weren’t yet there. As an organization, we had not promoted well because our leadership was not diverse by any measure. So, there was a tension between what we wanted to be and what we aspired to be, versus the reality of what we still were—and many people felt left out. That forced us to be transparent and be brutally honest with ourselves.

That said, I believe we were at the point where we felt like we must better understand how to utilize our strengths. We had all this great talent in our community, but we weren’t using it.

By creating developmental programs and giving people opportunities to grow, we began to break through that tension, even though we still have a way to go. I wouldn’t say we are perfect yet—no organization is. We have improved and still have an opportunity to grow. And that is who and where we always want to be. We always want to become our better selves.

How Commitments and Values Create Employee Champions

The alignment between Cone Health’s commitments (left) and their values (right) has created a culture many enterprises can only imagine.

In a 2022 Cone Health Culture, Survey, participants were asked to describe the corporate culture in seven words or less. Among the most frequently cited words (center) the top three were, “Care, Inclusive, and Diverse,” which is not only the gold standard in terms of a commitment to DE&I, but is also proof of Cone Health’s passion to care for people and the great work they do.

IQ: What aspects of creating a truly diverse and inclusive organization have been most difficult? Did you experience any self-doubt on this journey?

Dr. Cagle: I never doubted that it was the right thing to do. If I had doubts, it was ‘can I be inspirational enough to enroll people to come along on the journey?’ Those were the kind of doubts I faced because of the amount of change we experienced for an organization this size. My doubts were personal ones, such as whether I could exercise enough ‘inspirational squeeze’ to help move the organization forward, but I never had any doubts about it being the right thing to do.

IQ: What about challenges and setbacks? Were there lessons from your personal or professional life that you channeled to find the strength to move Cone Health toward a place of great inclusion and diversity?

Dr. Cagle: I am certain that everything in my life prepared me for where I am today, and I don’t believe that things happened by accident. When I was a freshman in college, I lost a brother

to a drunk driver. How my family and I experienced that event—sitting in that emergency room, which felt like forever—shaped how I think families should or should not experience tragedy.

I was also a practicing physician for 17 years, so I believe I understand the importance of how caregivers interface with the health system, which I think prepared me as well. Beyond that, each role and experience that I’ve had were all about preparing me for this role at Cone Health.

In fact, during first month as CEO, my mother became ill and passed away after spending several weeks in hospice care.

And while that was very difficult, and I certainly miss her, I got to see our brand promise of ‘being right there with you’ come to life. I found myself on the receiving side of someone being right here with me and my family during that time. I believe I am a different individual after having walked that path.

IQ: Were there specific challenges to growing and maintaining a diverse organization during the pandemic? How did you maintain consistent focus on corporate culture and DE&I during a time of great upheaval?

Mrs. Adamolekun: I joined Cone Health right in the middle of the pandemic, and I can say that we were truly living our values of caring for our team members, caring for our patients, and caring for our communities. Of course, it was an incredibly stressful time. Yet, from where I stood, it was critical for us to ensure that we were caring for our team members so that they understood that our concern for their wellbeing, and that of their families, goes beyond just being employees.

Although we were not able to elevate some of the initiatives that we had planned, we were able to maintain a continued focus on education across our health system. But again, I think all our leaders and our team members were so focused on our patients during the pandemic.

In hindsight, while it was a very challenging time, I think we got to see at its core who our team members were, who our organization was, and we were

Michelle Adamolekun, chief people and culture officer at Cone Health, was recognized as one of the Top 50 Health Care Professional by the Diversity First Consortium in 2023. The award is given to leaders who are recognized as changemakers in diversity and inclusion and who possess the highest commitment to growth and the advancement of an inclusive community.

able to maintain momentum during that time. With every challenge, there’s always a shining glimmer of hope. And I think that kept us focused in recognizing that we knew who we were, and we really lived our mission at that time.

IQ: Cone Health’s executive leadership team reflects your commitment to diversity, with women and people of color leading several disciplines throughout the organization. What advantages come with having a team consisting of diverse backgrounds, genders, and ethnicities?

Mrs. Adamolekun: I believe it is

perhaps our organization’s greatest competitive advantage. It’s not just something we espouse. We experience it day in and day out. When you have an organization with team members from all walks of life, different experiences, different educational levels, it allows for us to garner that diversity of thought to be more innovative around how we solve some of the challenges that we face.

The secret sauce is in creating a sense of belonging where individuals really feel and experience that belonging. And when they do, they are more engaged. And when individuals are engaged, it creates the

Recognized by Forbes as a 2023 Best Employer for Diversity, and was selected based on a survey of approximately 45,000 U.S. employees working for companies with a minimum of 1,000 employees. Cone Health ranked 49 out of the 500 organizations nationwide to receive the recognition. It is the highest ranked organization headquartered in North Carolina.

environment for us to be able to achieve our goals and to live our mission to care for our communities and our patients.

At the end of the day, our goal as an organization is for diversity, equity, and inclusion to become entwined with our DNA; it is foundational to who we are.

IQ: Given that the executive leadership team is so diverse, what challenges arise when working with a team that possess such diversity in terms of experiences and diversity of thought?

Dr. Cagle: To give perspective, our executive leadership team is almost 55% diverse if you look at ethnicity and gender. It represents the most diverse executive leadership team that Cone Health has ever had. Part of the work that you do when you have exceptional individual leaders is to catalyze that effort into creating a high-performing team. However, when you do have a

fabulous group of diverse leaders, the more diverse they are the longer it takes for them to really get to know each other and fully trust each other because they come from different backgrounds.

I will also say that I want every different point of view at the table when we are making hard decisions. And I intentionally built a team with different points of view because of the diversity of the people we serve. But before people are willing to have intense debates for the greater good, they must trust each other. My sisters and I can have a great debate because we know we’re going to love each other when it’s over with, right?

To create those bonds, we have regular retreats and work on knowing each other well to build that trust. The advantages far outweigh the challenges, it just adds a little bit of time, and it requires the team members to undergo some self-examination about biases and prejudices that maybe they’ve not done before.

IQ: I’ve heard that Cone Health created a system where team members can acknowledge peers who are championing DE&I through their actions. Can you tell us more?

Mrs. Adamolekun: Like many organizations, we understand how important recognition is to our team members, and that is a part of our strategic infrastructure to ensure that we are engaging our team members and appreciating them for everything they do to propel our mission forward.

As we discovered that many of our teammates and colleagues are truly passionate about DE&I work, we wanted to create a space where individuals could feel safe, but also be brave within our organization to create an inclusive and equitable culture.

That is why we developed a recognition program, including a ‘DEI Changemakers Award’ which we unveiled in 2022. We have witnessed a great response from our team members who seek to honor and recognize their colleagues as walking the walk, if you will, as it relates to DE&I.

Dr. Mary Jo Cagle, chief executive officer at Cone Health, is the first woman and the first physician to lead the multi-hospital system. Named one of Modern Healthcare’s 10 Women Leaders to Watch for 2021, and “50 Most Influential Clinical Executives” for 2023. She is the 2022 recipient of The Nina Griggs Gunter ServantLeader Award from Trevecca Nazarene University, an honor that recognizes those who provide leadership and influence as a role model for women who are servant leaders.

IQ: Cone Health’s front line employees reflect the diversity found in your executive leadership team. What competitive advantages have you observed on the front-line level?

Mrs. Adamolekun: Across the organization, at every level, having a diverse mix of front line employees helps our patients feel respected, accepted, and valued. I would say that our front line is equally as empowered as our diverse leadership team, and they are able to provide exceptional patient care.

We also know that there’s something special when our patients receive the care that they expect and deserve from team members who have similar backgrounds as they do. I’m a true believer that we are stronger because of our diversity and the talented team that we have.

IQ: How does Cone Health measure and track its progress in terms of diversity and inclusion?

Mrs. Adamolekun: The first thing I would say, for context, is that DE&I is a journey. It’s not a sprint—it’s a marathon. We are always aspiring to improve and get better.

For us, it first starts with direct feedback from our team members through our engagement survey, which we have incorporated into a DE&I index based on a set of core questions. We use this to assess how our employees are experiencing our environments. We’re able to get a better understanding of where and how we can continue to improve.

Additionally, each year, Cone Health ensures that one of our strategic priorities relates to DE&I. For 2023, our priority is focused on health equity gaps in Black populations and AfricanAmerican hypertension control. Within this metric, we monitor the patient progress as we reduce hypertension, for instance.

We also track the number of diverse, nonwhite promotions at the leadership level, and we consistently look at parity metrics across our organization to ensure that we continue to challenge ourselves to reflect the communities that we serve. All these things are embedded in our systems relative to recruitment. We also leverage diverse interview panels to assess our top candidates within a diverse applicant pool.

We also publish our annual DE&I report, which captures the impact that we are making. Lastly, we have an ‘Authentic Moments’

podcast, for which we track engagement. It has been amazing to see some of the topics that are being addressed in a very pragmatic way so that all our team members at all the various levels can really relate, learn and grow in DE&I.

IQ: What advice would you share with other leaders seeking to embrace diversity and inclusion in a meaningful way?

Mrs. Adamolekun: First, you must understand the employee value proposition that you want to convey to your employee population. And it starts with really defining why from the top. Why is DE&I important to the organization’s culture, to its retention efforts, and to its financial wellness? The why has to be top of mind before you even embark on the next step, which I think of equal importance is conducting a thorough analysis.

One of my mantras is ‘In God we trust. Everyone else must bring data.’ So I recommend using data for insights, as well as focus groups, interviews, and surveys to identify gaps and build strategies by collaborating with diverse stakeholders across the organization. DE&I can’t be an ‘HR thing’. It must live across the organization as a whole, and everyone has to be involved.

I also believe that it is important to define diversity, equity, and inclusion. Many times, organizations assume everyone is on the same page, but we know people have their own definitions. You must define it so that everyone understands what it means to be diverse for your organization. And by the way, our employees can sense authenticity. That is why it is so important to embed it in your systems, processes, and policies. And it’s not just something you espouse, but something you are basically living day in and day out.

Lastly, I would be remiss not to acknowledge the importance of working with an external partner, such as Insigniam, who has been on this journey with Cone Health since 2010. It is critical to have a trusted partner who can support you through the highs and lows along your journey, and Insigniam has been instrumental in helping us get to where we are today. My advice to others would be to ensure that you have someone focused on making sure that you’re hitting the mark on your own journey. Don’t leave it to chance. IQ

“I never doubted that [our DE&I journey] was the right thing to do. If I had doubts, it was ‘can I be inspirational enough to enroll people to come along on the journey?’ My doubts were personal ones, such as whether I could exercise enough ‘inspirational squeeze’ to help move the organization forward.”

—Mary Jo Cagle CEO, Cone Health

THE CHANGING PARADIGM FOR LEADERSHIP ISSUE

BUILDING A

BETTER

How R&D at McCain Foods is innovating the way you eat.

BY JON KLEINMAN AND GUILLAUME PAJEOT

FRENCH FRY

Investing in Innovation

In March 2003, McCain Foods announced the largest global Investment in the company’s 65-year history, totaling $600 million (CAD), which will create two new state-of-the-art production lines at the company’s Coaldale, Alberta processing facility. The company notes that this investment underscores their commitment to the future of agriculture and innovation in Canada.

Ask someone on the street how to innovate a potato and you may garner a few blank stares. But if you ask the research and development experts at McCain Foods, you will almost certainly walk away with encyclopedic knowledge and a craving for fresh fries. Conveniently, one in every four fries comes from McCain Foods.

Founded by the McCain brothers in 1957, the company hired 30 employees and grossed over $150,000 in sales during its first year of operations. Now, with over 20,000 employees worldwide and a growing menu of products, the privately owned family company has a sales footprint in over 160 countries and global annual revenues in excess of $11 billion (CAD).

To successfully expand that broadly, a company must be able to identify market gaps and evolving customer preferences at a hyper-efficient level. To that end, Insigniam Quarterly went straight to McCain’s foremost innovation experts—Tom Koziel, VP of R&D, North America Appetizers

Division; and Sergio Pollak, VP of R&D, Potatoes, North America and LATAM— to get their insight and perspective on what it takes to cultivate innovation, how leadership within R&D is evolving, and what keeps them up at night.

IQ: McCain has developed a reputation for continuously developing new and improved frozen food products. From an organizational standpoint, why is McCain an ideal environment for innovation to thrive?

Mr. Pollak: I would start by saying that innovation is baked into the DNA of our company, so to speak. McCain was a pioneer in the frozen food business over 65 years ago. Even back then, the company was leading in terms of utilizing new technologies around freezing, distributing, and selling products. I would add that innovation across the industry has accelerated in the last decade, and the playing field is much more competitive. I may sound extreme, but you either innovate or die.

Mr. Koziel: We are also a company that supplies all three major channels in the food industry. We supply products to retail (both own branded and private label), as well as to quick service restaurants, and to the food service industry. That includes the big distributors like Sysco and Gordon’s Food Service, as well as national chains. So, in that context, we are continually innovating to better serve our customers. If and when a customer sees a need in their market, or identifies a gap in their portfolio, we have the ability to respond quickly. Many companies are either branded CPG food and they only do their own products or they’re a co-manufacturer. We are uniquely positioned in that we are doing both things.

IQ : In an organization with such an innovative R&D component, what is the relationship with marketing, sales and manufacturing? Can you describe how you ensure that R&D has a ‘seat at the table’, especially when making enterprise-level decisions?

Mr. Pollak: This question carries significant weight for me. Strategically, McCain underwent a significant reorganization a few years ago which resulted in the restructuring of our leadership team. One aspect of this restructuring was aimed at ensuring R&D had a formal presence and influence in the company’s decision-making processes. This was especially welcome, because R&D holds a strategic function and without this voice or presence in critical conversations, R&D cannot adequately be represented. However, it is important to note that this concern is not limited to R&D; we must collaborate daily with colleagues from marketing, manufacturing, operations, sales, as well as other R&D teams—consisting of food scientists, packaging engineers and others. By doing so, we ensure that R&D is not merely seen as a technical support function, but rather as a valuable business partner and leader. This delineates the crucial distinction between having a strong technical services team and possessing an innovative business partner or leader within the company.

Mr. Koziel: I’ve always felt like R&D is the glue between supply and demand. On the supply side, McCain has teams focused on standardization, efficiency, and operational aspects, while on the demand-side, we have folks working hard to envision groundbreaking innovations that have never been seen before. It is our responsibility to discover the optimal balance between these two perspectives.

IQ: Innovations such as oil-less French fries and products that are fresh from a vending machine sound like leading edge technology. How do consumer insights influence product development and technological advancement?

Mr. Pollak: Fresh fries from a vending machine is exciting, but it’s essential to zoom out and consider the broader concept of convenience. Convenience is a top priority for us, as it revolves around catering to our consumers’ needs. To achieve this, we invest significant effort in innovation, collaborating closely with customers such as the Quick Service Restaurant (QSR) channel. Together, we explore limited-time offerings and menu additions that enhance convenience. In today’s fast-paced world, convenience is key, and vending machines merely exemplify this trend. In Europe, for instance, microwaveable fries are gaining traction among major players, although they may not be as common in the US or North America. Air fryers have gained significant popularity in North America and Brazil, and we are actively engaged in this space.

IQ: Where—and how—do you identify gaps or opportunities in the market for innovation? What about product development?

Mr. Koziel: A couple of years ago, we conducted an extensive analysis focusing on identifying demand spaces. The objective was to explore various eating occasions and pinpoint any gaps in the existing product offerings. Consider your recent experiences at a drive-through….when you purchase a particular product and find yourself back

BIO: Tom Koziel R&D VP, North American Appetizers Division

Tom Koziel is the R&D VP for the North American Appetizer Division at McCain Foods, providing product solutions to Food Service, Quick Service Restaurants and Retail categories. He has 25+ years of International Food Industry experience, always working to inspire and enable innovation from idea to market. He has worked across categories which include confectionary, snack bars, rice & grains and frozen appetizers & desserts.

Mr. Koziel holds a MBA from Northwestern’s Kellogg School of Management and a BS of Chemical Engineering from the University of Illinois at Chicago.

on the highway, traveling at 70 miles per hour while attempting to eat it, it becomes crucial that the food is both convenient and enjoyable. Some products meet these criteria admirably, while others fall short. Our aim is to identify situations where multiple products fulfill a need but could be improved upon. This improvement could involve creating a more convenient and flavorful option. In the realm of food, the balance between taste and health is essential, and we take these factors into account when determining our strategic initiatives.

We also assess where McCain can make a meaningful impact based on our capabilities, We focus on consumer dissatisfaction points where they consume products that may not be the most suitable for specific occasions. For example, we examine scenarios such as enjoying food conveniently in the car or selecting the ideal celebratory meal for a birthday party at a restaurant. By mapping these distinct demand spaces, we identify the areas that deserve our prioritization and pursue them accordingly. Our goal is to enhance the overall experience for

consumers by offering products that excel in the moments that matter to them.

IQ: Beyond the consumer side, McCain also provides culinary support and expertise to foodservice operators. Why is this an important investment for the enterprise?

Mr. Koziel: First, I would say that it represents one of our largest channels where we have a solid foothold in the market. Our customer relationships are strong, but we still recognize opportunities to bring something new and innovative to the table.

In my role, I focus extensively on the appetizer side of our business, which includes all the tasty treats like cheese sticks, onion rings, and jalapeno poppers that you’d typically find at a classic bar and grill. It’s clear that there’s a growing demand for vegetable-based options. So we’ve embarked on a mission to create vegetable-based dishes that are not only delicious but also intriguing for the food service industry.

Introducing our new line of products called “V’DGZ,” we’re excited to share our latest creations. One standout item is our CORN R’BZ, which is a corn cob that’s been quartered, battered, and breaded. And it’s meant to be savored like a traditional rib, complete with the cob still intact.

Other additions to our lineup is the CAULI W’NGZ, which is a lighter experience versus most cauliflower wings that are heavily coated with a brown breading. We’ve also introduced BRUSS’LZ sprout halves that are enjoyed in a similar manner to popcorn chicken.

It’s important to note that these options aren’t meant to imitate meat or serve as a chicken alternative. Rather, they draw inspiration from the habits and preferences people have when eating out. Just like ordering a basket of chicken nuggets, you can now enjoy a basket of CAULI W’NGZ or BRUSS’LZ.

IQ: Given that R&D plays such a critical strategic role within McCain, what keeps each of you up at night?

Mr. Koziel: One of our constant concerns revolves around responding to supply chain disruptions. Even after the pandemic, we continue to face challenges such as ingredient shortages or suppliers struggling to meet their own demands,

Informed by Insights McCain applies customer insights from thousands of diners to understand what they value most. New thinking, new products, and a new dedication to what diners want today, such as ‘Spicy Bruss’lz Fritters’ (above)—crispy brussel sprouts tossed in a spicy-garlicherb and parmesan seasoning, served with a cool-creamy ranch dip—drives the R&D team within McCain.

subsequently affecting our supplies. In those situations, we must quickly adapt by developing alternative recipes to ensure our production lines can keep running smoothly. While our focus is primarily on innovation and serving our customers, we also need to allocate resources to handle these crises as they arise.

Mr. Pollak: I would also say that it’s a constant challenge to determine what truly constitutes a great innovation. We’ve been contemplating a shift in our approach, moving away from excessive research and testing towards a more market-centric strategy. It’s a challenge we’re currently grappling with. Traditionally, the food industry invested significant time and resources into extensive research before launching a product. Unfortunately, the reality is that a large percentage, around 80 to 90%, of these launched products end up failing in the market. It’s a big hurdle the food industry faces.

That said, we’re exploring different avenues to address this issue. We’re looking for ways to minimize the research-heavy approach and instead focus on real-life market testing. This change in mindset poses its own set of challenges, but we believe it holds promise. By taking a more hands-on approach and gathering insights directly from the market, we hope to improve our success rate and deliver products that truly resonate with consumers. It’s an ongoing journey, and we’re actively working on finding the right path forward.

IQ: Where have you seen the paradigm for R&D leadership shift in the past few years—and has your own paradigm evolved as well?

Mr. Pollak: There has been quite an evolution in leadership over the years. When I first started working in the food industry almost 30 years ago, the plant manager or director would be the person who started on the shop floor. They had extensive knowledge of every small spare part in the factory. As the most experienced individual, they made top-down decisions and drove the direction of the team.

But a significant shift has occurred in recent decades. It’s no longer about one person’s expertise, but rather about

embracing diversity and fresh perspectives. Leadership is now a collective effort, where a team collaborates, thinks together, and finds innovative solutions to the challenges we face on a daily basis. This shift is an essential part of the historical evolution of leadership.

Another significant lesson I learned, thanks to my exposure to different countries and cultures like Argentina, Brazil, Mexico, France, and the US, is the importance of authenticity. Some people try to imitate the culture they are immersed in, claiming to be French when only working in France or Brazilian when working in Brazil. But authenticity is crucial. It’s essential to stay true to your essence while being flexible enough to communicate and work effectively. Remaining humble and open to learning from diverse cultures is also key.

Mr. Koziel: That’s an excellent question, and I believe it’s not just a cliché when I say that it’s always about putting people first. Throughout my career, I’ve come to realize the significance of this principle. Maybe it’s a combination of both changes in the industry and personal growth over the past 20 years. In the past, the focus was primarily on achieving results, depending on the company culture. However, as time went on, I understood that how we achieve those results matters even more.

Sure, we can hire the brightest minds in the field, including food scientists and engineers. But what we truly seek in our recruits are individuals who can empathize with one another and collaborate effectively. We want team members who are willing to roll up their sleeves and contribute, especially when things don’t go as planned. If someone is solely focused on their own projects and fails to collaborate with others, they’ll find themselves isolated rather quickly.

As a leader, we must create an environment where individuals feel safe to talk about personal issues. Everyone is dealing with something, and if they can’t openly discuss it at work, they may feel restrained or isolated.

Lastly, I would say that I place great emphasis on empathy and fostering genuine personal relationships. It’s important to me that we are there for one another, supporting and understanding each other on a deeper level. IQ

BIO: Sergio Pollak, VP of R&D, Potatoes, North America

and LATAM

Sergio Pollak is a food science and technology professional with more than 28 years of innovation experience within the food industry. Having worked in five countries, Mr. Pollak has diverse experience in terms of managing consumer centric innovation with a global perspective.

Since 2021 he’s been the Vice President for R&D for the Potatoes Division in NorthAmerica and LatinAmerica at McCain, playing a key role in terms of transforming the way of doing innovation in the food industry. Mr. Pollak earned his bachelor of chemisty degree at the University of Buenos Aires and his post-graduate studies in food science and technology at the same school.

Unrest Unrest Unleashed Unleashed

THE CHANGING PARADIGM FOR LEADERSHIP

Unleashed Unleashed

ISSUE

A complicated web of global socioeconomic factors has pushed geopolitical risk to its highest point in 5-years. Is your enterprise ready to respond?

BY J.W. DOBBE

I, the world has witnessed a surge in social unrest, as people take to the streets to voice their grievances and demand change against economic inequality, racial injustice and environmental concerns.

Beyond the immediate social and political implications, there is growing evidence to suggest that this surge in social unrest poses a significant risk to the global economy’s recovery, potentially leaving a lasting impact on economic performance.

A study conducted by Economist Intelligence Unit, the research and analysis division of the Economist Group, found that businesses in countries with higher levels of social unrest experienced an increase in operational costs due to higher security measures and insurance premiums. These additional expenses not only strain company budgets but can also deter investment and job creation, further impeding economic recovery.

While social unrest can serve as a catalyst for change and address systemic issues, its impact on the global economy’s recovery cannot be overlooked. As governments and policymakers grapple with finding sustainable solutions to address social grievances, it is imperative to strike a balance between fostering inclusive growth and maintaining economic stability.

Experts warn that the effects of social unrest on the global economy are not limited to specific regions but can have

spill-over effects. A report from the World Economic Forum emphasizes the need for coordinated efforts among governments, businesses, and civil society to address the underlying causes of social unrest and mitigate its economic consequences.

An Interplay of Interconnected Risks

Like a massive web reaching all corners of the globe, the one-two punch of labor and social unrest has the capacity to arrest forward momentum across multiple sectors and industries. To gauge the risks posed by global unrest, it is critical to understand the drivers and associated risks behind each disruption.

The Ukrainian conflict, for instance, cast a shadow of uncertainty, with concerns shifting to other potential conflict zones such as North Korea, the Taiwan Strait, and border disputes between India and China. The looming threat of military conflicts further fuels caution and apprehension, impacting global trade and investment.

In Political Conflict and Investor

Sentiment

Around the World: Russia-Ukraine One Year

On , published by the Australian Institute of International Affairs in March 2023, authors Dr. Eliza Wu and Dr. Angel Zhong say that understanding investor sentiment since the outbreak of the Russia-Ukraine war is crucial to comprehending the fluctuations in financial markets.

“The Russia-Ukraine conflict brought an immediate end to the era of ultra-low interest rates and triggered steep hikes in

energy prices,” write the authors, who note, “governments and central banks have been compelled to pivot urgently towards fiscal and monetary policies that focus on tax adjustments and interest rate hikes that combat inflation.”

Although bearish investor sentiment is palpable across the world’s equity markets—particularly in developing nations and the U.S.—the conflict has the ability to impact the wallets of consumers on the other side of the globe.

According to Bloomberg , “Workers are feeling the impact of higher fuel and food prices in the wake of Russia’s invasion of Ukraine while wages remained stagnant. That’s emboldening employees to demand more from their bosses.”

Which brings us to a notable trend in the Western world, particularly in the U.S.: soaring worker apathy.

“Employee engagement had been growing for a decade,” said Jim Harter, chief scientist for Gallup’s workplace management practice. “It’s now lower (32% in 2022) than it has been since 2013, including during the height of the pandemic and the racial unrest following the murder of George Floyd by the police.”

According to Bloomberg ’s supply chain expert Brendan Murray, the catalyst driving engagement and worker productivity over a proverbial cliff can be traced back to attitudes of those who have reached a breaking point after three years of operating in a heightened emotional state.

“From the railways of North America to truckers in Peru, workers toiled through the pandemic to keep goods moving around, shielding supply chains from an even steeper collapse,” writes Murray. “Now they’ve had enough of watching livelihoods get eroded by soaring inflation while employers rake in profits. Their newfound militancy has gotten central bankers worrying about a 1970s-style wage-price spiral.”

In a March 2023 piece entitled, “Women’s Return to the Workforce Piles Momentum on a Hot Economy,” the Wall Street Journal proclaimed that American women could be the savior the labor market desperately needed. According to the assessment, women returning to the workforce would propel the economy in the face of high inflation and rising interest rates.

Taking to the Streets France has been rocked by protests throughout 2023, from large-scale pension reform strikes to violent clashes with authorities following the recent death of a 17-year-old shot by police near Paris in June, sparking bans on demonstrations and debates on over-policing in marginalized communities.

However, further in the piece, The Journal appears to undermine its own argument, citing that “Childcare remains out of reach for many families due to the high cost and a dearth of open spots in some places. In early February [2023], nearly five million women weren’t working because they were caring for children who weren’t in daycare or school, according to the Census Bureau.”

“Women are a hugely important group for propelling that labor supply and helping perhaps take a little bit of the heat off of inflation,” said Sarah House, senior economist at Wells Fargo Bank, speaking in The Wall Street Journal

To address the issue, the U.S. Department of Commerce announced in February 2023 that companies seeking $150 million or more under the CHIPS and Science Act must guarantee highquality childcare for workers.

While organizations such as the National Women’s Law Center celebrated the news,

others such as The New York Times’ Ezra Klein, author of Why We’re Polarized, argued it was a distraction from the real goal of the CHIPS Act.

“The Department of Commerce defended this built-in childcare requirement, arguing it was essential to grow the supply of workers available to new factories [for semi-conductor development],” writes Klein.

The interconnectedness of these three seemingly disparate disruptions—a war in Europe generating consumer pricing instability, thereby fueling frustration at low wages in the West, which in turn prevent women from returning to the office—is an example of the complexity behind the issue of labor and social unrest: there is no one culprit and no singular solution.

Deescalate Tensions (Before They Start)

Although private and public enterprises globally do not possess a magic bullet to solve societal woes, companies and leaders

Stirring Up a Wasp’s Nest Women Against State Pension Inequality (WASPI) demonstrators descend on Parliament Square in Westminster, London on March 8, 2023 during International Women’s Day to protest the way in which the state pension age for men and women was equalized.

have the capacity to not only deescalate tensions amongst members of their organizations, but in turn, strengthen their foundation, brand, and corporate reputations.

How? In an era of heightened social consciousness, consumers and stakeholders expect companies to demonstrate ethical practices and social responsibility. Instances of labor disputes, allegations of worker mistreatment, or environmental violations can quickly tarnish a company’s image, leading to customer boycotts, investor skepticism, and long-term reputational damage.

According to Bernd Schmitt, executive director of Columbia University’s Center on Global Brand Leadership, when such a scandal affects an entire corporation, “the company should set up communications that focus on its core values, such as innovation or leadership, rather than hawking products,” he says, in Knowledge at Warton.

Moreover, a survey by Nielsen indicated that 73% of consumers globally are willing to pay more for sustainable products, highlighting the importance of maintaining a positive brand perception.

Regardless of external pressures, leaders should establish a culture of open communication, where employees feel encouraged and safe to express their concerns. This can be achieved by creating channels for feedback, such as suggestion boxes, regular feedback sessions, or digital platforms for anonymous submissions. By providing avenues for employees to voice their perspectives, leaders demonstrate their commitment to listening and understanding their concerns.

“By promoting an environment that welcomes diverse perspectives, [leaders] can facilitate the exchange of ideas necessary for innovation and growth,” writes Forbes Council Member, Emmanuel Ramos.

Additionally, chief executives should engage in transparent and authentic communication with all stakeholders, including employees, customers, investors, and communities, Ramos suggests. Regularly report on progress made toward sustainability goals, social impact initiatives, and efforts to address labor concerns. Such transparency can enhance trust, manage expectations, and align stakeholder interests.

Stand for Those You Lead

When unrest is caused by a lack of alignment between industry leaders and the general public, consider collaborating with industry associations, policymakers, and civil society organizations to influence positive change in labor and social policies.

Salesforce—the cloud computing company which has made a reputation for itself by creating a diverse and inclusive work environment—prioritizes equal pay and implements policies to prevent discrimination and support underrepresented groups; thereby proactively addressing many of the social triggers exerted on employees today.

Salesforce also launched the “Philanthropy Cloud” platform, which enables employees to engage in volunteer work and support various social impact initiatives. Additionally, The Business Roundtable, an association of CEOs from leading U.S. companies, has issued statements supporting inclusive corporate governance and responsible business practices.

By taking these proactive actions, CEOs can demonstrate their commitment to addressing labor and social unrest issues while driving sustainable growth. By prioritizing employee well-being, stakeholder engagement, responsible business practices, and societal impact, CEOs can navigate the challenges of the current landscape and position their organizations for long-term success.

While the road ahead may be uncertain, there remains hope that collective efforts, open dialogue, and a commitment to fairness and resilience can lead to a world where labor, social, and political unrest gradually give way to greater stability, opportunity, and shared prosperity. IQ

A State of Disarray: Monitoring Significant Protests of 2023

The Carnegie Endowment for International Peace has monitored global trends in anti-government, social, and labor related protests since 2017. In that time, , there have been over 400 significant government protests worldwide. Furthermore, 23% of these protests lasted longer than three months.

Around the globe in 2023, the United States experienced widespread protests related to abortion access restrictions; in Portugal, a teacher wage protest lasted nearly four months; in Israel, over 500,000 people joined in judicial reform strikes and protests; in France, pension reform strikes and protests by millions captured the world’s attention; in Greece, train crash strikes and protest ground public transportaion to a halt; in Romania, thousands turned out for a teacher strike and protests that lasted three weeks; in Kenya, inflation protests lasted two weeks and in China, retirees protested in anger over cuts to what the senior citizens believed was owed to them for their years in the labor force.

THE CHANGING PARADIGM FOR LEADERSHIP ISSUE

Insigniam’s 2023 Post Pandemic Update

Measuring where critical shifts and implications for business have evolved since our landmark 2021 survey.

Imbalancing Act

According to Emily Oster, author of Disparate Burdens, before the pandemic, mothers who wanted to be successful in their careers rarely discussed with others the physical and mental tasks associated with caring for a family.

In 2021, Insigniam published the results of our first Post-Pandemic Survey, which revealed sweeping changes in how employees perceive themselves, how they perceive their lives, and, as a result, how they perceive their work environments—

all of which indicates a different calculus for how they behave.

Within our findings, a profound truth emerged: people refuse to let history repeat itself. The experience reshaped their priorities and shifted their perspectives. What was once deemed acceptable is no longer seen as desirable or even tolerable. Life now takes precedence over work, as health triumphs over deadlines, family surpasses the rigors of commuting, and the importance of seeing friends outweighs the allure of staying late in the office.

Now, two years later, we are revisiting our initial data and comparing where and how attitudes continue to shift. Initially, we asked three questions:

1. In what ways have you changed (including as a leader) during the pandemic?

2. During the course of the pandemic, in what ways have you changed your expectations of the people leading your organization?

3. How will your organization need to change to adapt to the post-pandemic you?

Our findings were illuminating and identified five shifts in the way people view the world:

1. My life takes precedence over my work— the latter will not displace the former again.

2. The illusion of “two selves”—work and home—has been shattered.

3. I see that in an instant anything can change.

4. I know now that leadership can be found anywhere and in anyone, including myself.

5. I am inextricably connected to others around the globe.

To understand where attitudes have shifted and evolved over the past 24 months, let’s revisit and see where we stand today.

My life takes precedence over my work— the latter will not displace the former again. Early in the pandemic, nearly half of the global population—almost 4 billion people— found themselves in lockdown. Busy travel schedules and daily commuting gave way to working while homeschooling children, three meals a day at home and evenings with family. At that time, many people came to a startling realization: Before the pandemic, they had let their work displace their families and personal lives.

At the time, 42% of executives surveyed by Insigniam said life and family would come first in the future, and 41% indicated they would no longer choose an inflexible workplace.

According to Gallup, this sentiment continues to permeate among executives globally and is an area where many are still attempting to find balance.

A profound truth emerged from the upheaval caused by the pandemic: people refuse to let history repeat itself.

“We know that engaged employees produce far better outcomes, but [we] recently discovered that engaged workers who are not thriving in their lives are much more vulnerable and add risk to your organization,” notes Gallup. Comparing employees who are engaged but not thriving with those who are engaged and thriving, those who aren’t thriving report the following risks:

• 61% more likely to experience burnout often

• 48% more likely to report daily stress

• 66% more likely to experience daily worry

• 2x more likely to report daily sadness and anger

Furthermore, the analytics giant emphasized that, “In the absence of a good job and fulfilling career, there is no net thriving. When organizations intentionally address both wellbeing and engagement, the effects are additive and mutually beneficial for employees and business outcomes alike.”

Additionally, the MIT Sloan School of Management explored the challenges working women faced before and during COVID-19 in an online conversation with Emily Oster, author of Disparate Burdens, to explore how healthy work-life balances may be within reach for more employees as we emerge from the pandemic.

“Before the pandemic, mothers who wanted to be successful in their careers rarely discussed with others the physical and mental tasks associated with caring for a family,” said

Ms. Oster, speaking to MIT alumnae and faculty.

“Then, remote work pulled the curtain on women’s lives. Everyone saw that you are in your bedroom, and your kid is behind you jumping on the bed. They saw everything and that made our parenting less of a secret.” Revealing these tensions, said Ms. Oster, can bring about positive change.

“We still have a lot to learn, and a lot of adjustments need to be made along the way,” said MIT alumnus Castillo Dearth, a managing director at Wellington Management, who participated in the forum.

“We need to continue building that flexible mindset muscle.”

2

The illusion of “two selves”—work and home—has been shattered. Before the pandemic, people tried to keep “work” and “life” separate. The pandemic has shattered that “two selves” illusion. Working from home physically brought work and life together. Children and pets wandered into Zoom frames; team members worked from small apartments with shared, limited bandwidth; coffee in the break room became time for laundry and household chores. Some were forced to take meetings from bathrooms or cars just to get privacy. Needless to say, boundaries were blurred.

In our 2021 survey, 28% of executives said they could no longer keep life and work separate, and 57% said they expected leaders to understand that “being real” and caring mattered.

“We still have a lot to learn, and a lot of adjustments need to be made along the way. We need to continue building that flexible mindset muscle”

—Castillo Dearth Managing Director, Wellington Management

According to a 2023 trends report published by Gartner, 82% percent of employees now say it’s important that their organizations see them as a whole person, rather than simply an employee.

In February, Rachel Feintzeig, the Wall Street Journal’s “Work & Life” columnist, spoke as part of the R. Peter Straus Lecture series at the Yale School of Management, suggesting that although the pandemic blew up the traditional, in-the-office work week for many, it didn’t necessarily make achieving a healthy work-life balance any easier.

“I think something has shifted, but I’m not sure where it’s going to go,” Feintzeig said to the audience at Yale. “While remote work arrangements have made life less hectic for some workers, others feel isolated in at-home offices and anxious about missing out on valuable facetime with managers.”

Karen Guzman, associate director of communications at Yale School of Management who also attended the lecture writes, “A new generation of workers, more invested in their personal lives, is seeking environments that foster work-life balance. This realization has fueled the ‘quiet quitting’ trend that’s seen employees leaving the workforce or opting for reduced roles.”

Ms. Feintzeig is quick to point out that an emphasis on work-life does not denote a lapse or absence in terms of professional ambition.

“It’s a different kind of ambition,” Ms. Feintzeig said. “[Executives] are serious about their careers and building skills and making a difference…but they also want to be their best selves and kill it in their personal lives, too… It’s not all about climbing the ladder.”

Ms. Feintzeig noted that employees “at all career stages need also to be upfront about their need for boundaries between work and life—especially with managers who believe that technology means an “always available” workforce—and to prioritize self-care and time

with family. Periods of unplugged time when an employee is literally unreachable are a good start.”

I see that—in an instant—anything can change.

One respondent summed it up concisely: “I am more aware of the fragility of our global ecosystem.” The pandemic brought the realization that in an instant, anything can change. We have become aware of the fragility of life in a way that was perhaps impossible to fathom before the pandemic. As a result, we are no longer able to view the world as stable or predictable. The pandemic revealed the fallacy of certainty about the future. And even as the world begins to reopen, we will never see it as quite the same again.

In our 2021 survey, 17% of executives said an increased awareness of uncertainty changed them and that their organizations must adapt to increased uncertainty.

At heart, the question of how leaders can help their business flourish through uncertainty and bolster institutionalized resilience remains top-of-mind for many global executives.

According to the Forbes Nonprofit Council, “Through shifts in consumer behavior to changes in regulations, technological disruptions and geopolitical events, effective leaders must remain nimble. It is critical to manage these uncertainties through strategic planning, scenario analysis and a willingness to adapt and pivot whenever necessary.”

The Council suggests that by “expecting and perhaps even embracing uncertainty, leaders can build more resilient organizations better prepared to weather future challenges.” The Council goes on to say that maintaining a strong work culture is vital in the face of business uncertainty, as it provides a sense of stability and purpose that can help guide employees through challenging times.

“From disruptions and geopolitical events, it is critical to manage uncertainties through strategic planning, scenario analysis and a willingness to adapt and pivot.” - Forbes Nonprofit Council

The pandemic revealed the fallacy of certainty about the future. And even as the world begins to reopen, we will never see it as quite the same again.

Forbes Council member Azzedine Downes—President and CEO of International Fund for Animal Welfare—writes that, “From my experience, this is crucial for several reasons: It fosters a sense of community and support among employees, helping them stay motivated and focused despite external challenges; a positive work culture can create a sense of stability and security for employees, which is critical during times of uncertainty; and it can help businesses weather difficult times by providing a foundation of trust.”

Ms. Downes advises that enterprises should, “Realize that regardless of whatever change a business is undergoing, employees are still at the center of an organization’s greatest efforts. Acknowledge them. Challenge them. Give them a safe space but remind them that they have to deliver as well.”

I know now that leadership can be found anywhere and in anyone, including myself. In the midst of adversity, many found a quality within themselves that they were perhaps unaware of: leadership. The urgency of the crisis caused people to don the mantle of leadership— whether it was leading other people or leading themselves. It shifted their perspective on what they were capable of and what they had to offer others. In other words, people began to view themselves as leaders.

In our 2021 survey, 70% of leaders said they found a greater sense of empathy and awareness amid the global pandemic.

Although the practice of empathetic leadership is not new, it has taken on fresh significance post-pandemic, writes Rob Volpe, CEO of Ignite 360, a U.S. consumer insight and strategy firm based in the San Francisco Bay Area.

“We’ve been heading toward this embrace of empathetic skills for over a decade now with the growing awareness that EQ [emotional quotient] is as important as IQ [intelligence quotient],” said Volpe in an interview with Business Chief magazine.

Mr. Volpe notes that for years, empathetic leadership had been viewed as a “soft skill” that contrasts with the qualities of strength, success, and resilience typically associated with the business world. However, in recent years, empathetic leadership has gained significant traction and is now widely recognized as the foremost and most impactful arrow in an executive’s quiver.

Present data would appear to confirm Mr. Volpe’s assessment: According to a recent survey conducted by The CEO Forum group, for nearly half (44%) of those polled said that being in a workplace with more empathy and human connection is more important to them now than it was pre-pandemic.

Nevertheless, it is important to note that leaders should not feel obligated to fulfill every request or indulge every whim, says

Risk Management

On April 25, 2023

China’s Foreign Ministry Spokesperson stated that people traveling to China will be permitted to take an antigen test instead of a PCR test within 48 hours of boarding. In addition, airlines will no longer be required to check the preboarding COVID-19 test certificates.

Remote Control

According to a report in Forbes Advisor with data provided by Upwork, the pandemic’s impact on remote and hybrid work environments will be lasting. An estimated 32.6 million Americans will be working remotely by 2025, which equates to about 22% of the workforce.Additionally, research shows that employers can save $11,000 per employee when switching to remote work presently.

Rhys Cater, managing director of Precis Digital, a UK-based digital marketing agency.

“As leaders, we need to balance the needs of tens, hundreds, or even thousands of people along with the success of the business,” says Mr. Cater, speaking to the CEO Forum.

I am inextricably connected to others around the globe. Before the pandemic, people viewed their actions as relatively isolated from those outside of their immediate circle. It was difficult to believe that a personal choice to go to a restaurant, board a plane or attend a conference could change a stranger’s life a thousand miles away.

On a global scale, we no longer situate ourselves as individuals. Rather, we see ourselves as inextricably interconnected with others—part of a complex, adaptive system. Our decisions have ripple effects on others, effects we were unaware of before, and many of us take them seriously.

In our 2021 survey, 10% of executives polled said they felt an increased sense of connectedness and believed their organizations should adapt to reflect this.

Writing on the topic in Fortune, Dov Seidman, author of How and founder of

The HOW Institute for Society, and Angela Ahrendts, former SVP of Apple Retail and current board member at Airbnb, Ralph Lauren, and WPP say, “While many factors influence human connection, leadership is disproportionately consequential in shaping communities, institutions, and society.”

Furthermore, the authors note that, “We had an instinctive sense that given our physical distance from one another owing to the pandemic, it was imperative that leaders work harder—and differently—to create a sense of connection and community. We found human connection was strained for all employees but particularly for women and younger workers— those historically in positions of less power. In fact, 30% of U.S. workers felt less deeply and meaningfully connected to their organizations, and 44% felt less connected to coworkers since the start of the pandemic.”

Yet, the authors note that these findings also suggest workers “felt more connected when their supervisors exhibited and embodied behaviors and attributes associated with moral leadership.”

“In fact, the gender and age disparities dramatically decrease, and in some cases disappear completely, with moral leadership. When reporting to moral leaders, 60% of workers felt more meaningfully connected to their organization, 80% more connected to coworkers, and 90% more connected to their leader,” write Mr. Seidman and Ms. Ahrendts.

Lastly, the authors note that, “The pandemic gave us an opportunity to pause and reflect on where we are, reconnect to our values, rethink our assumptions, and reimagine a better path forward. We witnessed businesses pivot overnight from selling to saving lives. The ethos, values, and instincts that animated us to save, can now anchor our pivot toward serving. Through moral leadership we will deepen connections, build sustainable communities, and foster meaning. The path forward must be forged anew. It is our hope that leaders at all levels and in all spheres of society will join us on this journey and help illuminate that path.”

Assessing The Current Implications

In our 2021 survey, Insigniam identified the implications that leaders must recognize and respond to: Inflexible work environments are a thing of the past (and so are leaders, managers and organizations that don’t show care for their

people); uncertainty has given rise to anxiety— and to an appetite for positive change; the world feels smaller, and people care about their own impact on it; and authenticity matters.

Fast forward to 2023 and the implications suggest disconnects may persist between employee attitudes and trends across global enterprises, particularly in the following areas:

• Flexibility Among Work Environments is a Challenge: “Since last summer, we’ve been observing a bit of a mismatch— employers are definitely ready for workers to come back to the office, but workers really like remote options,” says Karin Kimbrough, LinkedIn’s chief economist, in an interview with TIME.“Now, just about 13% of jobs listed on LinkedIn offer remote work, down from 20% in March 2022,” she says.

• Uncertainty Continues to Breed Anxiety: According to Peter Cappelli, a management professor at the Wharton School of the University of Pennsylvania, uncertainty continues to fuel anxiety for many, particularly in areas such as employee benefit cost-cutting. “Engaged employees perform better at work than those who don’t like their jobs or bosses, the cost of cutting benefits may be higher than the cost of the actual benefits themselves,” says Mr. Cappelli in TIME.

Yet, Mr. Cappelli says, “For many CEOs who became leaders without any training in human resources, and who are, increasingly, trained in engineering rather than in management, employee management isn’t high up in the list of their priorities. The idea of making your company better is just swamped by other concerns like deal-making and acquisitions and plotting clever business moves.”

• The World Feels Smaller, and People Care About their Impact: In an article entitled “The Underrated Impact Of Leading With Care,” Forbes Council member Jill Bornstein writes, “In this market, the level of care a manager or other business leader shows their employees can directly impact a company’s bottom line. Retaining employees remains a significant challenge for companies right now;

loyalty levels are low, and many younger employees are coming into jobs with different expectations about workplace culture than their predecessors. It’s important to acknowledge that many of these problems with employees feeling unnoticed and undervalued have been exacerbated by the pandemic when everything went virtual—the opportunities for someone to run into a colleague and ask how they are have become fewer and further in between.”

• Authenticity Still Matters—Perhaps

More than Ever: The need for authentic leadership is not necessarily new, however, it cannot be ignored, especially given employee attitudes that emerged post-pandemic.

In a Harvard Business Review podcast, Babson College management professor Tina Opie said leaders must bring their best selves to work and help others do the same – by focusing on good communication and expressing emotion effectively.

“How you express yourself in the workplace is connected to authenticity,” says Ms. Opie, who denotes that authenticity is about being your best self, not necessarily the same authentic self we exhibit at home, for instance.

“Nobody wants to see your authentic self; your authentic self is nasty—that’s not the authentic self that I’m talking about.”

For Ms. Opie, this authenticity can best be denied as ‘direct with kindness.’

“I will say to someone (when they come to me and ask a question), do you want to hear the truth? Do you want to hear what I really think? Or do you want me to just say something to sort of appease the situation? Because I actually think if we could adjust the culture and workplaces to where ‘direct with kindness’ was valued as opposed to indirect which doesn’t necessarily have a kind intention behind it. Direct, critical feedback that would help you evolve into a better employee.” IQ

“The pandemic gave us an opportunity to pause and reflect on where we are, reconnect to our values. The path forward must be forged anew. It is our hope that leaders at all levels will join us on this journey and help illuminate that path.”

—Dov Seidman, Author of How, and Angela Ahrendts, former Apple Retail SVP and current Airbnb board member, speaking to Forbes.

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