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

Public/Municipal/Elected/Appointed officials tend to view "Vendors" in a certain disillusioned light. - Becoming a "trusted-advisor" to them is a very serious challenge, but one that is overcome with tactics and strategy.

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

I started building golf courses and developed a significant knowledge-base in agronomy/hydrology/stormwater/irrigation - all water related. I focused on bringing water-use-mitigation technologies to golf and sports turf globally.

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

I make a list every morning, without fail, even on weekends...EVERYDAY. I also have a pad and pencil next to my bed so I can get things/ideas down and OUT of my head so I can sleep. Don't forget how important good sleep is to productivity. The list eliminates two pests, hurry and indecision.

I go to bed at 10 - up at 5 - the first hour is very quiet with some devotional, reading, etc.
I exercise for 45 minutes from 6:00-6:45 - shower and ready at 7. - I take 3-4 10/15 minute breaks religiously, stretch, walk about, etc.

And yes I use Outlook Calendar and Notes...
I keep my computer very organized.

I NEVER read an email and then move on. I ALWAYS do something with that email before moving on.- this is very important when you're very busy.

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

People want an exciting visionary. I make memorable presentations...memorable...not normal...i make jokes, laugh, throw swag around the room...you have to lead. \

People want a SIMPLE message, complicated messages mess everything up.

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?

Straight from the gut - Jack Welsh.
I was managing a small sales team. I realized it's "NOT BASEBALL" - you don't get 3 strikes on performance, integrity, or ethics. In general, people fire themselves.

It's OK to say he/she needs to - "go do something else" - just remove subjectivity, be objective and that matters on the hiring side as well.

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

empowerment and accountability.

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 was president of a large turf grass operation of 440 acres in FL. I lived in AZ, thought I could run the business from afar...then my farm manager needed some tools (socket set, grinders, general tools) - without asking he went to SEARS and bought $4,200 in tools, which cannot be returned once used.

I would have spent $200 at an estate sale or the newspaper classified section.

Details matter - regardless of whether money is directly involved.