1. What have you found most challenging as a CEO or executive of a large enterprise?

My clients are challenged by rapid pace, global operations, and the need to make rapid decisions with limited information.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

The majority of my clients rose up in the ranks of their corporation and were groomed for the position.

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

What I hear most frequently: Time in prayer and Bible reading, daily exercise routine, breakfast, briefing by Executive Assistant to review the daily priorities, and then the start of many meetings, lunch, meetings, paperwork and priority setting for the next day, home and dinner with family unless evening meetings

4. What's the most recent significant leadership lesson you've learned?

Make the best decision with the information you have and when more or different information comes to light, you can always make a new decision. In the meantime, don't hold the organization up with indecision.

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?

The Bible: Timeless principles and examples of both leadership success and failure. Models for what does and doesn't work. Elaboration of important values, counsel, and wisdom that is still relevant today.

6. How do you build leadership capacity in a large enterprise?

Develop key individuals and especially leaders of leaders, ensure that people development happens at all levels, build and resource high performance teams throughout the enterprise as the bulk of the work gets done by teams, encourage collaboration and co-creation between teams, craft and shape the corporate culture by shared values, personal modeling, and curating and sharing of stories that highlight what is working well and embodies our culture.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

One of my clients was shifting the culture of his global company. A key top 100 executive who was a prolific innovator and contributor to the company bottom line was not living the stated values of the company. All eyes watched to see if this executive's behavior would be tolerated. The executive was offered executive coaching and any other resource that would facilitate his change and transformation in the right direction. Feeling untouchable, the executive refused to benefit from the resources and continued his unacceptable people practices. When my client became global CEO, one of his first major acts was to fire this person and that sent a strong message to the enterprise about the seriousness and commitment to the culture change.