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Thank you to the 1,000 leaders who’ve generously done the 7 questions!

I hope reading

7 Questions with Nicola Gaitor Barber

helps you in your leadership.

 

Cheers,

Jonno White

7 Questions with Nicola Gaitor Barber

Name: Nicola Gaitor Barber

Current title: CEO/Founder

Current organisation: Ultra Didactic Educational Consulting

Specializing in understanding unconscious bias in educational settings. Classroom (Behavioral) Management for the virtual and physical classroom (Pre-K-12). Racial equality, inclusion, and cultural awareness in the “Classroom”. As well as training for Paraprofessionals and teacher Load Management and Stress Control.

7 Questions with Nicola Gaitor Barber

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

Finding quality leads and clients is my most challenging part of my job as founder. I’m always finding ways to reach out to those who need assistance and help.

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

I am an educator by trade and I saw a need for building level schools to have guidance in classroom behavior management. Teachers are spending so much time dealing with behavior problems it’s hard to really get any real Learning done. In addition teacher stress and load management issues are consistently overlooked by school systems. They need is there and we fill that need @Ultradidactic.com

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

I am a morning person, I do my best planning work early in the morning, waking at 5:15am. I workout before breakfast. After that I read my daily scripture then I read and respond to emails. Wednesday are social media days. I post articles, thought of the day, video or conduct a video stream on a specific subject geared to what we specialize in. Thursday I work with my Brand manager on upcoming events and touch bases on my book progress. I keep Monday opens for virtual one on one consulting. I quit by 4pm unless I have a upcoming workshop or training. You must give yourself I “stop time” or everything becomes a blur. I learned this during the pandemic. I was just working from sunup to sun down, and I didn’t even know what day it was and I was not making positive moves for my business that way.

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

Reaching out to others in the same business as I am and using your previous connections to help you make better moves and contacts that will produce paying clients. Also connecting with my LinkedIn family for suggestions and insight.

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?

Knowing Your Value: Women, Money, and Getting What You’re Worth. By Mika Brzezinski

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

By allowing personnel to give me ideas about how we can make our client experience better and how to reach more clients. I have monthly “pitch” sessions so colleagues present Viable content to our business progress.

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

Taking the leap of faith to start.