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

7 Questions with Hayley GorlitzWilson

helps you in your leadership.



Jonno White

7 Questions with Hayley GorlitzWilson

Name: Hayley GorlitzWilson

Current title: Marketing Director

Current organisation: Outsource Institute

My role as the Marketing Director is to translate the strategic vision of Outsource Institute into marketing strategies. Strategies are formulated for both our domestic and international divisions and include a focus on brand building, creative communications, digital marketing, social media and event management. In collaboration with the marketing team I deliver measurable results, fresh ideas and customer-centric solutions.

7 Questions with Hayley GorlitzWilson


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

The lessons I needed to learn about leadership were truly transformational and were not something I learnt at University, from a book or any other formal study I have undertaken. The key lessons I needed to grow in my leadership role have been more personal development based such as self-reflection, emotional intelligence and embodiment. They sounded easy enough to me in theory but in practice not so much the case, there is no fast tracking of this form of learning.

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

I was working in a contractual role for the organisation initially, this grew into a full time role and I shared some feedback from clients about spelling errors in the company newsletter. Next thing I knew I was responsible for their Marketing and within about 1 year I was invited to sit as a part of the company's Executive Leadership Team.

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

I wake up to my gorgeous dog jumping on my bed ready for her walk. I do a 30 minute walk with her. Then the usual shower, brekkie and then I head into the office (enjoying my own version of carpool Karaoke!) I then work my schedule in the office in chunks, each key area I focus on for the business is colour coded in my calendar to allow me a visual of where I am spending my time. I am highly organised which is what allows me to achieve so much within my working week. I meditate for 10-15mins on my lunch breaks to center myself and refocus. When I get home in the evening I do about 30mins-1hour of exercise (yoga, zumba or a personal training session). I then spend quality time connecting with my husband. We recently got a Jacuzzi so we like to hangout in there for an hour or so and share our experiences from the day.

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

To get out of my own way! I was quite close to collaboration and community, I had the mantra for a long time 'if you want something done right, do it yourself'. This I now know 100 percent not to be true. Since I have begun sharing my ideas with others I have seen them evolve into amazing outcomes far beyond what I ever thought possible. It has also allowed me more time to focus on my strengths and afforded others to contribute using theirs.

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?

Daring Greatly- How the Courage to be Vulnerable Transforms the Way We Live, Love, Parent, and Lead by Brene Brown. When I was first tasked by a coach to read this book it took me six months to fully get into it, not because the content was bad but because I was so opposed to being vulnerable. I thought vulnerability was weakness, but as clichéd as it sounds I have since learnt it is a strength. I laugh now, because I would literally listen to about 2 minutes of the audiobook and go nope! that's enough. One the other side of having finished the book, it was truly transformational in opening my mindset and promoted a significant amount of personal unpacking. This book made me appreciate the connection being vulnerable affords you as a leader, it made me more aware of how my team was feeling and allowed me to be less of a strong leader and become more of a heartfelt leader. It brought the human element back into business for me.

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

Personally, I mentor, I find out what my team members goals and desires are and I work to their strengths. It is not in saying that I am not aware of their weaknesses but it is not a place I choose to focus on. I found when I involve my team members in the process of job creation and projects the outcomes are far greater than I single handedly could have ever imagined.

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

I stood up and backed a team member because a more Senior member of the team was not being respectful, this led to the most culturally transformational moment in the history of the company. I had no idea at the time that this single event would be the straw that broke the camel's back and the events that unfolded as a result whilst they were not pleasant, and caused a company wide restructure, they were extremely necessary for the betterment of companies culture. This event allowed the business to grow from strength to strength and we proudly now have a culture that is embodied by all employees.

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