6 Executives Use Pivotal Leadership: Pivot, a Powerful Business Strategy
/In December, Managing Editor Josh Moss of the Silicon Valley Business Journal invited me to write the cover article for a January issue. We chose Pivotal Leadership as the topic so we could explore and share what pivots executives had made in 2020—and why pivots need to continually emerge for healthy organizations.
If you question how to pivot, to rapidly move your teams and organization forward faster, to capture new markets, and to make a difference with stellar customer experiences, contact us today at md@mdaszko.com. We can help you assess where your barriers are to pivoting and innovating and how to remove them, and achieve rapid growth you never before imagined!
THE POWER TO PIVOT IN 2021:
Pivotal leadership — the ability to transform challenging crises into bold solutions and a new future — is essential.
The challenges caused by the Covid-19 pandemic demanded unprecedented responses last year that few leaders had ever had to make. Across all sectors, leaders faced new dilemmas on an hourly or daily basis.
Pivotal leadership — the ability of leaders to pivot and adapt as their world is disrupting around them — is essential. What does it really mean?
“Pivot” means to make a fundamental, often abrupt and rapid change in direction.
Leaders had to take the essential step to pivot in 2020, to either survive or thrive, and they’ll have to keep doing it this year.
As Covid hit, some executives immediately closed their companies and furloughed their employees. Others adopted a “wait and see” stance, assuming the pandemic would end soon.
But pivotal leaders quickly assessed the situation, sensed what their constituents needed, and responded. They gathered rapid action teams, brainstormed ideas, and created solutions. They designed, focused and applied on the move.
Pivoting takes vision, rapid decision-making, and ubiquitous communication. It’s a commitment to experiment and take immediate action. Time is of the essence!
Leaders who pivot have a compelling, focused aim, and a solid foundation of management thinking to draw from.
We saw auto manufacturers GM and Ford pivot and produce 100,000-plus ventilators for hospitals. Distilleries made hand sanitizers. Luxury clothing manufacturers produced PPE gowns and masks. Schools pivoted to virtual learning, healthcare to telemedicine, and millions began working remotely.
Why pivot? Current needs aren’t being met. The status quo doesn’t work. Leaders see a need and boldly jump into action.
People who continually generate the most creative ideas are the most resilient and likely to pivot, survive and thrive.
I reached out to several executives to find out more about the challenges they faced early on in the pandemic and how they applied pivotal leadership to adapt their organizations. Here are their stories.
Healthcare
“We’re doing things we’ve never done before,” said Chris Boyd, a senior vice president and area manager for Kaiser Permanente, who led Kaiser’s Santa Clara facility when Covid-19 first hit. “For healthcare the pandemic got very real, very quickly.”
Immediately, the leaders at Kaiser identified its needs: Safety, personal protective equipment, a command center, and accelerated and widely dispersed communication.
“At first, the projections were so dire, but we succeeded in doubling the capacity of the hospital,” Boyd said. “By the second surge, we were well prepared.
“Communication was crucial, and it had to be different for everyone. We did video visits with patients to video broadcasts to employees, but we also needed contact with others who were not at a computer. Executives took a beverage/snack cart and visited staff to address their fears.”
Great leaders are always pivoting, creating, innovating — finding new solutions and markets. They see a crisis or amazing possibilities and bold opportunities.
Serial entrepreneur Toby Corey founded GetVirtual in March 2020. The Santa Cruz-based organization connects small businesses affected by Covid-19 to tech-savvy university students who could help pivot the businesses online with digital tools.
TOBY COREY
Social entrepreneurship
In March 2020, serial entrepreneur Toby Corey founded GetVirtual.
The Santa Cruz-based organization connects small businesses affected by Covid-19 to tech-savvy university students who could help pivot the businesses online with digital tools. Students receive college credits from partnering universities (it started at U.C. Santa Cruz and has spread to other Bay Area universities), invaluable experience in entrepreneurship, and an opportunity to give back to the community.
“The need is extraordinary. Everything is a process,” Corey said. “There are already 100 students working with 100 small businesses. The students want to be social entrepreneurs, be intellectually curious, and experiment.”
Corey said that altruism is important and that Generation Z is especially altruistic.
“Modern thinking is mindful,” he said. “It’s paying it forward; we’re doing that. We inspire greatness, disruption and innovation.”
The mindset of leaders who are able to pivot are focused on growth, the future, and meeting new needs with bold solutions.
Kavitha Mariappan, Zscaler executive vice president, customer experience and transformation.
SCOTT R. KLINE
Cybersecurity
Leaders pivoted for the safety of their employees, contractors and customers, locally and globally. For Zscaler — a San Jose cloud security company that became 2018’s biggest Nasdaq tech debut — that meant also dealing with a new level of security.
“One pivot has been the rapid, higher-level emergence of IT for business continuity. IT has been a savior,” said Kavitha Mariappan, Zscaler’s executive vice president, customer experience and transformation. “Preventing disruptions, addressing threat activities (the Zscaler cloud processes 140 billion transactions per day), being resilient, and innovating are what we do to protect the ‘crown jewels’ and protect our customers.
“We talk to our customers about transformation, and pivoting is critical, for security, safety and scaling for the future,” she said. “The pandemic was a true test in leadership authenticity and empathy. It’s a time of growth. We accelerated our initiatives and invested more in our people, infrastructure, and customers. We have a ‘rest and recharge day,’ a day to take a break. We’re anticipating, ‘What does re-entry to the office look like?’”
Executive Briefing Centers
The conferences and trade show sectors, as well as travel and hospitality industries, were impacted or devastated in 2020. The initial impact on global executive briefing centers where sales teams meet with customers was also felt.
Elizabeth Simpson, president of the Association of Briefing Program Managers, reported how rapidly her 600 business members pivoted with each other.
“It was a tsunami of sharing,” she said. “Members immediately asked for resources to go virtual. We didn’t have them, but two members responded with help for the whole community.”
She continued, “One of our members, Pam Evans, senior director of the Executive Briefing Programs at Palo Alto Networks, made a powerful pivot with her team. She met with the VP of sales to say, ‘We’re open for business. We can take care of our customers virtually.’”
Bob Linscheid, the new CEO of the Silicon Valley Organization, is the past president/CEO of the San Francisco Chamber of Commerce, as well as CEO of Linscheid Enterprises Inc.
TOMAS OVALLE/ SILICON VALLEY BUSINESS JOURNAL
Business advocacy
Bob Linscheid joined the Silicon Valley Organization last fall to help the wounded organization get on a new path forward.
After an internal upset caused the previous CEO to resign, Linscheid was tapped to be interim president and CEO. He said he is ready to make a pivot that heals the 133-year-old organization.
“My job is to find the SVO’s path to reconciliation. As the No. 1 most innovative city in the U.S., San Jose is expressing its needs.” Linscheid said. “I’m doing a massive amount of listening to 1,200 diverse members’ voices and processing a lot of information. We have problems to solve, and we’ll be stronger as a group to make a difference. Great leaders hang out in uncertainty, but will be the most innovative.”
San Jose State head coach Brent Brennan with linebacker Isa'ako Togia at CEFCU Stadium.
TOMAS OVALLE
Sports
From his first day four years ago, Brent Brennan, San Jose State University’s head football coach, began a holistic approach to develop the young men on the team.
In his first two years, the Spartans won just three games. This season, he took the team to the Mountain West Conference championship and won — something that hadn’t been done in nearly 30 years.
With 110 players, Coach Brennan defined success by many measures, not just on the scoreboard. They focus on academics, health, training, and engaging with the campus and community. The team supports other athletic events, delivers dinner kits, and visits schoolchildren.
“Football is the best sport to learn about systems and holistic thinking. The game is a good training ground to pivot. It’s the process, the struggle. The players need to lean on each other. The pieces come together,” Brennan said. “The mindset is (to) keep moving forward: Go to class, get stronger, make good choices, contribute to the community, deal with setbacks together. Their pivotal growth as a team came when they each started caring more about each other and giving to the team. They are more connected.”
2021 pivots
What do you anticipate in 2021? Are you ready to pivot at the speed you will need? What leadership strategies and creativity do you need? Have you assessed your ability to lead and done your pivot audit for 2021? It will not be business as usual.
Pivoting means that leaders will transform and go where they never before imagined!
Marcia Daszko has been working with senior executives for more than 25 years. She guides leaders to pivot to survive, rapidly scale, and achieve bold results. The bestselling author of “Pivot, Disrupt, Transform,” she serves on various boards and has taught MBA classes at six universities. Contact her at md@mdaszko.com.
TOMAS OVALLE/ SILICON VALLEY BUSINESS JOURNAL
