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

I hope reading

helps you in your leadership.

 

Cheers,

Jonno White

7 Questions with ROBERT Henry REJMANIAK
7 Questions with ROBERT Henry REJMANIAK

Name: ROBERT Henry REJMANIAK

Current title: VP of Marketing, Sales, and Service

Current organisation: NJRaas.com

High-caliber general and operating management qualifications, strong orientations in marketing, service, and business development, and proven team building, partnership building and leadership abilities. Skilled in leveraging all aspects of organizational resources and strengths – people, capital, technology, product/service offering, competitive positioning – to drive strong operating and financial results.

7 Questions with ROBERT Henry REJMANIAK

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

Bringing everyone together under the same vision. Teaching them to focus on adding value to the enterprise versus just doing the job they were hired to do.

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

I was about to launch a new solution into the Teloc industry. A key to this solution being successful was to combine it with professional services. Therefore, I volunteered to write the marketing plan for the service organization. The result was the COO asking me to write a business plan to convert the service organization from a cost center to a profit center. I did that and was placed in charge of the service division, building it from $0 to over $30M annually over 6 years. I eventually ran the entire global service organization.

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

I typically stay engaged with everyone in the organization through the core hours of 9AM to 4PM. After 4PM I do my work until about 7PM. I never go to bed with unread emails, so I am always current and responsive.

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

My type of leadership does not fit well in organizations that have managers who manage upward. Good organizations have leaders who take a real interest in mentoring and advancing their employees, not themselves.

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 book was titled "The Question behind the Question." It taught a very simple principle, which is that the question being asked usually is not the question that needs to be answered.

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

I continue to access the capabilities of the people in and around my organization and challenge them to grow. I always groom people to grow from within my organization and over communicate what the future is and what leadership opportunities will be forthcoming.

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

I'll go with a fun story. The executive leadership team travelled out of state for a week of planning meetings. We all loaded into a minibus on the way from the airport back to our company parking lot where cars were parked. On the drive back from the airport we all got into a conversation of which one of us was the boss whose people were most comfortable with. As each argued that he/she was the most approachable, we drove into the parking lot find my car playfully tyvek'd by my team with a sign "best boss." At that point the conversation was over.