Leading Through Adversity

When it comes to leading through adversity, much of our focus lately has been on how leaders and organizations have gotten through COVID-19. But adversity doesn't just come in the form of pandemics, as was discussed at the ACG May breakfast meeting.

The panel for the month featured:

• Amy Allen, chief administrative officer and general counsel, Emery Sapp & Sons
• Elizabeth Glynn, chief executive officer, Travois
• Karen Daniel, retired chief financial officer, Black & Veatch
• Moderated by Margaret Reynolds, Breakthrough Masters

Adversity and stress for a business leader can take many shapes, the panelists said, whether internal, external or both.

Glynn's team works daily on helping Native Americans build affordable housing on their reservations.

"We work the hardest on dispelling myths about Native Americans and their situation," Glynn said. "People think they all have so much casino money, but in reality many are still struggling to build affordable housing. We work to educate people about the issues and about what life's really like on the reservation.

For Allen, adversity this year came not only with COVID, but with the death of the company's executive vice president of operations, Justin Gay. Just 45 years old, Gay suffered a heart attack in the office and died despite employees' and medical personnel efforts to save him.

"He was a pillar of the company and the community," Allen said.

And for Daniel, she faced adversity as the CFO of Black & Veatch, but also in her civic work, particularly when she was chairwoman of the effort to save, renovate and restore the Liberty Memorial into the World War I Museum.

"The keys, I think, were listening and having empathy," she said. "When people are heard, even if they aren't 100 percent satisfied, they feel better knowing the facts. Facts matter."

So how did these leaders cope when tough times hit? 

For Daniel, one of the most important lessons learned was that staying civil during disagreements is important - something that she said today's leaders should be taking into consideration.

"Even back then we were televising meetings, and it was important to be civil and listen to each other," she said. "In today's world everyone is so combative. It's really better to present yourself as a part of the solution, not a part of the problem. Integrity and transparency are important."

Glynn agreed about the transparency and added how flexibility and communication are cornerstones to her leadership style.

"When you share information, people feel like their voices are heard and they are part of the process," Glynn said. "We are very flexible. We have employees around the country. I tell them, 'I don't care when you work as long as you reach your goal.' The 'how' you get there isn't important."

When Allen faced the loss of a colleague and friend the time came to embrace the situation as a leader and "to realize that you can't panic; the workforce is watching."

In extending grace to Gay's family, as well as employees, the company was able to come through the tragedy stronger and more cohesive, Allen said. Emery's leadership team focused its efforts on helping Gay's family, helping the younger employees he was mentoring and supporting the rest of the company whose loss was varied.

"We really supported each other," she said. "I think the workforce really bonded, even though everybody reacted. We have 1,500 employees, most of whom he knew, so it was tough."

What about the future and training up the leaders of tomorrow? Allen and Daniel have been in similar positions as leaders of ESOP (employee stock ownership plan) organizations.

"I think in an ESOP you have different responsibilities as a leader," Daniel said. "You are riding the elevators with the owners of the company."

For Daniel the keys to success and helping others were structured around inclusivity. More than just diversity, inclusivity is about how you make people feel when you are leading them, she said.

"And then accessibility," Daniel said. "I loved going around the world and visiting employees to see what they bring to the company that made us so successful."

As a B Corporation, Travois has a special mission to align its profits with its purpose, Glynn said. For her that means really concentrating on her people and their needs so that they are not just motivated by a paycheck.

"The work we do is obviously a motivating factor, but how do you keep it going," Glynn said. "For us it's about treating everyone with respect. We have an on-site daycare to eliminate that problem for employees. We allow dogs in the office. We have unlimited paid time off.

"We feel that if you give people respect, they will pay it back to you."