Lead the People #22: Lead Like a CEO with Liz Palmieri
Liz Palmieri helps the C-Suite solve people problems with science and data. She’s a former member of The Predictive Index team and has been a proud steward of the Talent Optimization discipline since its inception. Throughout her career and varied experiences, Liz’s guiding light has been making an impact and being of service to others.
Top 3 Takeaways
- Being a CEO is a big job—just like yours! It’s helpful to think about your responsibilities and opportunities inline with this lofty and well-recognized title.
- Go beyond the hard stuff—You’re likely to earn advancement based on your job performance, but it’s your people abilities that will determine your long-term success.
- Seek out support—Find a coach or a mentor and make it easy for them to help and support you by taking on as much of the heavy lifting as you can.
From the Source
“I think really excellent CEOs are storytellers who are able to share the story of that vision with internal stakeholders, employees, team members, leaders of the organization, and also publicly to really make the brand vision pretty clear.“
“When you think about your employees and team members, how much of the industry information do they need to understand? How can you speak in a way that's going to feel really relevant and accessible to them? And most importantly, how do you explain what's in it for them?“
“When we think about the up and coming workforce—Millennials and Gen Z—the culture piece, it's like: underline, bold, exclamation point, exclamation point!”
“This person may really know a lot about the nature of our business or the industry or where we need to go and where we're headed, but if they can't make me feel really excited about all of that, then how are they going to lead me there?“
“Oftentimes we make our first foray into people management and leadership because we were high performers. And oftentimes there's a pretty significant gap there between being successful at the doing and then leading people.”
“If someone is willing to share their expertise and advice and coaching, show that you're really engaged in that process and ready to take action on the things that they share. Take responsibility for the relationship by scheduling those meetups, creating an agenda of what it is that you would like to talk about, what you need help and support on, and making sure that you circle back on those items that you discussed last time. What action steps have you've taken since then? What went well? What didn't?“
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