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Thank you to the 1646 leaders who’ve generously done the 7 questions! I hope reading 7 Questions with

Steve de Mamiel

helps you in your leadership.

Steve de Mamiel

Steve de Mamiel

Name: Steve de Mamiel

Title: Managing Director

Organisation: Sedin Technologies

Steve has 20 years of sales and marketing experience leading teams in the IT industry, focusing on cloud and web hosting. Steve is also the author of "The Mongrel Method; Sales and Marketing for the New Breed of Buyer. In his spare time, he is a competitive sailor.

1. What have you found most challenging as a leader?

Businesses naturally form teams, but the magic source in business is having the right mix of teams. A team that can debate the different problem-solving approaches without becoming confrontational is the ideal scenario.

Group-think or disengaged acceptance is ultimately destructive to a business. I think the constant work of the leader is drawing out the different views so everyone is heard and decisions are based on constantly updated data

2. How did you become a leader? Can you please briefly tell the story?

Driving execution and enlisting support to get the job done was aways part of my DNA. It started as a kid in team sports and continued with my first business in my yearly 20s.

I love solving problems with new technology and building the team around me to deliver the solution. Over time, it become clear that the most important skill is execution.

Followed by the ability to find those who share your vision. To paraphrase an old quote - "If you want to build a boat, find those that want want to sail"

3. How do you structure your work days from waking up to going to sleep?

A routine and a to-do list are a must. The day starts with exercise (the dog ensures that!) The mornings are about the three things that move the dial (rather than responding to emails and other agenda-hijacking distractions).

The afternoons are for client and internal meetings. Friday's are about planning next week for me and team. I always hold sales meetings on Fridays so the team starts the week by taking action from Monday morning.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

I've been reminded that "Execution ability has more value than skills" Skills are easily acquired. There are many smart people with great ideas that remain just that..An idea.

Taking an idea through to reality is hard; that's why it's the most valuable resource. A team that can push through and execute is a far more successful team. They can acquire, contract or employ the required skills on the journey.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

There hasn't been one book but many. You always take small parts of lots of books (and now podcasts!) that stimulate your thinking or help you join a series of what might look like disparate dots.

It's important to keep reading, listening and learning if you want to run a relevant business and remain a relevant leader. When interviewing for roles that require passion and insight, I've learnt that the best question is, "How do you learn?"

That might be reading on a topic, getting involved in groups, or listening to podcasts, but constant learning is the key.

6. If you could only give one piece of advice to a young leader, what would you say to them?

"If you're not scaring yourself, your not trying hard enough."

7. What is one meaningful story that comes to mind from your time as a leader, so far?

That you have to learn to live with a constantly changing storyline that you cannot control or plan for, the outside factors that influence the business are ever-present.

Covid is the most recent obvious example. Your teams might have solid business plans and well though out strategy but often your operating based on agreed values or principles because of outside influences that de-rail the best laid plans

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