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7 Questions with Marco Antonio Sánchez Herrera

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7 Questions with Marco Antonio Sánchez Herrera

Name: Marco Antonio Sánchez Herrera

Current title: Telecommunications Regional Manager

Current organization: Radiomovil DIPSA SA de CV (TELCEL)

Marco is the Telecom Regional Manager for TELCEL for the “BAJA” states, in México, leading the Chief Engineering Staff and most importantly procuring and maintaining a positive and growing relationship within the corporate and regional engineering team, as well with Local, State and Federal governing bodies.

For 20 plus years he has been working side by side with a diverse group of technical professionals in which for the last 3 years his focus has been to assess resources and risks in order to expand, exceeding within the given telecommunications standards to continue being the best cellular service provider in Latin America.

Continuously improving himself by promoting new and different ways to approach technical, political and leadership difficulties, to ensure the most beneficial outcome for the company.

Prior to joining TELCEL in 1999, he did his internship for 2 years in different government offices where he claims learned the politics side of team building. Essential skill needed in any organization.

Son of Antonio and Yolanda, both professionals with a Bachelor Degree in Economics, nurtured the ideals and work ethics that shaped him and his 4 brothers, all of them wih at least Engineering Degrees.

Married to Alejandra for more than 20 years, a generous, loving woman that always has the time to support her family and friends, while managing her clothing designing business.

Father to two quirky and intelligent young ladies that always keeps him on his feet.

Is able to find balance between Family and his professional life.

7 Questions with Marco Antonio Sánchez Herrera

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

Being able to influence top tier corporate managers in order to overcome particular regional operating costs, today's changing policies and not to mention how to juggle the delicate relationship with sister companies while not losing scope of TELCEL´s interests.

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

I think that my company's culture has a great deal to do with me becoming the professional I am today. We are constantly encouraged to challenge and surpass ourselves through hard work , preparation and to always find ways to make things happen.

I personally feel that if you excel in your line of work, eventually and given the circumstances, the opportunities will arrive sooner or later and if not!!! One just has to go and look for them and make the best of those scarce moments when they arrive.

In my case, I participated a few years back for a different Managerial position however after the last round of interviews, unfortunately I wasn't selected. I remember getting upset since in my mind I felt that I was the better candidate. I tried to grasp what was happening to somehow understand the situation and keep only the positive side of not getting selected. Thankfully the next selection process in which I participated was very different for me, I was prompted to get involved and I must say that given that extra push that eventually resulted in me being selected, it was gratifying to see one's efforts rewarded. A really different experience from not understanding where one is situated or how the company values you up until you are considered an asset with a certain set of skills. In the end I felt that this opportunity was tailored for me and that what I could offer the company was a solid and fresh much needed point of view.

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

Like for many, this past year has been far different from before the pandemic. My day starts early in order to make sure that my kids are technically ready for their online classrooms and to prepare myself for my fair share of online meetings, take a quick bath and have light breakfast, then recently making the short commute to the office, since for a little more than a year I have been working from home; company's policies due to the pandemic.

Fortunately, I have the opportunity to have lunch every day with my family since I live very close to the office. At the end of the day it's time for dinner, maybe watch a movie with the family, work on a school project or help my eldest out with her homework, take a 30 minute power walk with my wife and our Maltipoo “Jack”, or maybe do some fitness reps to make the heart pump.

Sometimes just before I go to bed I like to read a good tech, political, history or leadership article to unwind, maybe meditate for 15 minutes to decompress or have just a good talk with my wife and map out and plan the day ahead.

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

Being acknowledged that if one is true to oneself believes about how to empower the staff, the outcome is not only rewarding from a Managerial point of view, but from how one's senior peers view you under adversity, it’s humbling.

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 Art of Leadership” by Michael Lapp.

The book discusses why great managers use self-insight to understand their own capabilities.

Some key take-aways mentioned that I care to highlight are:

Managing adjustments, shift into leadership responsibilities.
Learning to delegate is one of the most difficult skills that directors and top tier managers must master.
Recognizing accomplishments is a great motivator, so promote motivation methods through the ranks in order to increase productivity and create a sense of belonging.

Loved the phrase “Small things done well make a difference in a leader's career.”

I can say that after reading this and other books regarding the same Leadership or similar topic. Coping with high stress situations by using one's best judgment and experience to overcome difficult issues. Embracing problems with a cool head and learn to listen to your colleagues, peers and staff is now the norm for me and is something I try to convey.

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

Lead by example, putting in the work, that your staff, peers and all your coworkers acknowledge that you bring to the table proposals, possible solutions; be assertive and within reason that your contribution has value to every part of the organization without overstepping your boundaries.

Recognize every idea that's given and give feedback even if it's uncomfortable.

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

Without a doubt, after the first year taking over management I was selected to represent my engineering field of expertise to present and defend the following year's engineering business plan to the CEO´s senior staff at the Corporate Central Office. It was very enlightening.