When I was promoted to a VP position at Kellogg, the new role came with a challenge I didn’t expect -
Suddenly, my peers were my subordinates. And while many were not too keen on the arrangement, there were even some that were upset.
In fact, one person said to me, “I came here to work for X, not YOU.”
Ouch.
It hurt, and I worried there was no solution. How would I manage those who were previously my counterparts - in some cases friends - but now have a bone to pick?
Then, someone made a suggestion-turned-solution: as part of strategy planning, incorporate an outdoor adventure team-building activity to get everyone out of their comfort zone.
We did. I took my team to a course similar to Outward Bound, and we bonded over terrifying challenges, supporting each other, crying, laughing, and never looking back.
The extreme activities forced us to break down walls, build trust, and establish camaraderie. After that experience, we were a different bunch.
I encourage leaders to embrace unusual team-building activities, and dedicate time to improving your relationships. It may not feel like it directly impacts your bottom line - but it does.
All I had to do was shift my mindset and learn to appreciate my team members’ strengths, weaknesses, and personalities. I used that intel to guide communication strategy, promote inclusivity, and develop a consistent leadership style.
When I left Kellogg, a tenured employee told me I was the best boss he’d ever had. The person who said they didn’t want to work for me followed suit, “You're an amazing leader, one of the best I've worked for.”
It is one of my greatest successes to date.
Chairman and Chief Executive Officer
1moWe're shaping an incredibly energizing culture at WK…and we’re just getting started.