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

7 Questions with Stuart Werner

helps you in your leadership.

 

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Jonno White

7 Questions with Stuart Werner

Name: Stuart Werner


Current title: Vice President Technical Services


Current organisation: Daikin North America LLC



Stuart (Stu) Werner is currently Vice President, Technical Service for Daikin North America LLC. He has been with DNA since April 2016. Stu leads a multi-role technical team supporting Daikin branded products for North America. He has 40 years’ experience in the HVAC industry in roles that include: Sales Engineer-Account Manager, Sales & Operations Manager, Regional Manager, General Manager and Vice President. He takes great pride in leading his team to higher achievements, which he has demonstrated throughout his career.

7 Questions with Stuart Werner

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

Time Management, my days are not all my time as I need to be engaged at multiple levels in the organization. Managing this effectively can be a challenge.


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

Performing in my previous roles and developing leadership skills to develop others to exceed in their roles gets noticed. I have been fortunate to be mentored by a few select individuals that made it possible for my performance of my team to be recognized resulting in higher responsibility in my role.


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

Up early, get ready for the day, verify my day on the calendar and get through the day on what I have on my calendar. Be prepared for interruptions and handle accordingly based on priority and timeliness. I am usually on the phone on the way to the office in the morning and at the end of day on the way out. I prefer to have a split between scheduled and unscheduled days, which helps in getting some things accomplished during each day.


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

When you have earned respect from your team and leadership they expect you to be thinking and taking action on next initiatives or plan.


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 have more than one, however I will pick one for this: "You can't teach a kid to ride a bike at a seminar." The main theme to me is you are an individual (I) and you have a role (R). As an (I) how do you rank on a scale of 1-10? Anything less than a 10 indicates you have issues with who you are, thus requiring some further introspection. Regarding (R), that is what you do, to be good at your role you need to believe in yourself first. I know this sounds simple but too many people equate their role with who they are.


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

Delegation with authorization is most important. Building a network from within and outside the organization. Give the assignment, not how to do it. Be there for support and avoid doing it for them....


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

We had a product issue that the first two attempts to correct did not result in totally favorable results. The third proposal I rejected, which was putting me out there as the one who said no. Turns out I was correct and what came next as a result of saying no was the right answer to correct the issue. While I was not seeking recognition, it was noted and respect was gained by taking the group through a better result.