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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading

7 Questions with Elizabeth Lemarchand

helps you in your leadership.



Jonno White

7 Questions with Elizabeth Lemarchand

Name: Elizabeth Lemarchand

Current title: Chief Operations Officer

Current organisation: MediaDev

Liz is the Chief Operating Officer of MediaDev, and has over 25 years’ experience in B2B sales and marketing for the tech industry. Liz’s passion for technology marketing has enabled her to provide strategic counsel to thousands of independent software vendors, giving them the support they need to grow their businesses globally. She has helped her clients create multi-million dollar sales pipelines and close business deals worth upwards of $80 Million USD.
She has taught Master’s degree level leadership and marketing courses at prominent French Universities, and has published hundreds of articles about software marketing in industry publications such as the DevPro Journal. After creating an extensive Resource Library geared to support software marketers learn lead generation best practices, she launched a podcast in 2019 where she interviews other industry experts about marketing trends.

7 Questions with Elizabeth Lemarchand


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

The most challenging thing about being an executive in a large enterprise is allowing employees to make mistakes so that they can learn from them, and resisting the temptation to stop them from making those mistakes in the first place. I think that we always have the desire for things to go well, but sometimes the mistakes that people make are a gift because they teach us something important about ourselves or the organization as a whole.

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

I worked my way up the corporate ladder by focusing on providing the most value I could give. My mantra is "What more can I give?" which has enabled me to create raving fans both inside and outside the organization.

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

I start my days early with a highly structured morning routine. I begin with 30 minutes of meditation, followed by reading my daily affirmations while I have breakfast, visualization to set my intentions for the day, writing in a gratitude journal, followed by exercise while I listen to an audiobook. I spend time with my children before school, and then start my work day. After work I focus on having family time at dinner, and then alone time with my husband. I then either meditate again or read before going to sleep.

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

I have learned that little acts of kindness can go a long way. It's important to integrate kindness into our daily routine at work. People go where they are celebrated and we so often overlook the importance of celebrating progress only the way because we are all too focused on achieving a particular outcome. By taking time out to show appreciation, give encouragement, and create a safe environment for free expression, we can create a greater sense of group cohesion.

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?

I am a voracious reader but if I had to choose just one book, I would say it is The Power of Vulnerability by Brené Brown. It impacted my leadership because it made me realize that we so often think of vulnerability as a weakness, and yet it is vulnerability that creates deep and meaningful connections with other people. By embracing my own vulnerability and leading by example, we have created a more meaningful team culture where people are allowed to be themselves without fear of judgement or shame. Vulnerability is our greatest strength.

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

Focusing on people's strengths and looking for ways to promote from within is key. People who enjoy what they do provide better quality work, so it is important to create opportunities for people to try new things. I think we have built leadership by allowing people to fail.

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

The unity we created because of the pandemic comes to mind. This story can be found here:

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