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

helps you in your leadership.

 

Cheers,

Jonno White

7 Questions with Michael Yinger
7 Questions with Michael Yinger

Name: Michael Yinger

Current title: CEO

Current organization: ResumeSieve, Inc.

Michael Yinger has been in the talent acquisition space for almost 20 years, most recently as the Global Lead of Growth, Strategy and Product Management for PeopleScout. His previous experience in the space includes Aon RPO as Global Delivery Leader, Randstad Sourceright as VP of Implementation and Technology, and as an independent consultant specializing in process and implementation for multiple clients. A well tenured business executive, Mr. Yinger brings expertise in technology, business design, and strategy to The Sieve, as well as a passion to enhance the experience of all the participants in the recruitment process. He and his family live in Charlotte, NC, where they take time to enjoy the outdoors and regional entertainment, taking advantage of the mild climate.

7 Questions with Michael Yinger

1. What have you found most challenging as a leader of a small or medium enterprise?

My greatest challenge has been uncovering all things I didn't know I didn't know. I've done my research, I've asked for advice, and there's still things that come up on almost a daily basis that either I have never heard of or I didn't consider possible.

2. How did you become a leader of an SME? Can you please briefly tell the story?

Over the past 20 years I have been through a number of roles in the talent acquisition space (operations, sales, product management, implementation) giving me a broad base of knowledge. About 2 years ago, a former colleague, who had been following me throughout my career, reached out with the possibility of being part of the organization that is now ResumeSieve. In a nutshell, I developed (somewhat accidentally) a broad base of skill and experience where leading it all was the next step.

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

With all the different things demanding attention, I work from priorities. On a daily basis, I target the top 3 to 5 things to be done during the day. The following day, I evaluate my progress and select a new set of priorities. A few things carry over day to day (fundraising, revenue generation). Beyond that, there are days when I am heads down on a project or two, others where I spend most of the day talking with the team or people external who may be of assistance to us (partners and customers).

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

When the going gets tough, everyone tries to lead. We're in a tough patch, looking to generate revenue and raise funds. The inclination is to lurch around, trying different things, hoping for a different result. The challenge is getting back to a focus.

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?

Honestly, I have shelves (and a tablet) full of books recommended by people. I pick at them from time to time, and most of my input comes from articles rather than a full sized tome. That being said, the one book I'm still pushing through is Monetizing Innovation. Very helpful to retain focus on what's key with our product.

6. How do you build leadership capacity in an SME?

There are three ways, none earth shaking in their insight. You can hire folks. The risk is you get too many chiefs and you can get strong, perhaps entrenched, opinions that are not in alignment. You can grow it by giving people greater responsibility (if you can bring yourself to delegate). Finally, you can pull it from your network. Get advisors/mentors who can help you fill in gaps, provide you with the knowledge you need to get through the challenges of the day.

7. What is one meaningful story that comes to mind from your time as a leader of an SME so far?

I made a snap decision about parting ways with a member of the team. I thought I had the autonomy (I did have the authority) and I was surprised at the reaction of my Board to the decision and the aftermath. A learning lesson, albeit painful, about consensus.