Leaders Archives - Page 2 of 2

Leaders face many challenges daily that demand critical thinking, emotional intelligence, and a commitment to navigating complexities with integrity and resilience. The LEAD sat down with five leading CEOS to gain invaluable insights into their approaches to decision-making, leveraging their collective expertise to empower and inspire industry professionals facing similar challenges.

Pat Bauer of Heartland Dental, Stephenie Goddard at Glidewell, Geoff Ligibel of 42 North, Frank Massino of Darby, and Rahma Samow of Clear Choice stand at the helm of innovation and leadership. Learn from them as they share practical self-care strategies, book recommendations, and other resources. Together, these leaders bring a wealth of experience and wisdom, providing invaluable perspectives, personal stories, and practical advice for anyone who is or aspires to be a leader.

What advice would you offer a CEO new to the role?
“It’s critical first to come in to observe. Talk to as many stakeholders as possible and ask questions, even if they seem obvious.” – Frank Massino

“Becoming a CEO is a significant milestone that comes with substantial responsibilities. When I was first promoted, a good friend recommended that I read The First 90 Days by Michael Watkins. The book serves as a roadmap for leaders in new positions, providing practical strategies and tools to help them navigate the complexities of leadership transitions effectively. Below are a few key pieces from that book that really helped me: Prepare yourself. Secure early wins. Negotiate success. Build your team. Create coalitions. Keep your balance.” – Stephenie Goddard

What is the most challenging task you’ve faced as a CEO?
What, if anything, best prepared you to face it? “Navigating the delicate balance between maintaining current business performance and driving transformative change for future success is indeed a formidable challenge. Equally crucial is instilling a shift in mindset within the organization, transitioning from a status quo mentality to an innovative, insurgent approach. Building conviction in our purpose and rallying the team behind a shared vision are pivotal steps in steering towards our goals and ensuring long-term viability.” – Rahma Samow

“I’d have to say navigating the COVID pandemic and recovery felt like an impossible task at times, as I’d never imagined anything like it. While at times it was difficult to do, I tried to rely on my learned experience to focus on the things we could control we couldn’t. We had to employ that mindset on a daily basis as new challenges presented themselves, and it helped us focus on moving forward and making progress.” – Geoff Ligibel

“By far, COVID was a very difficult time. What prepared me was our mission and core values. We came together as a team and because we were well capitalized, we were able to not knee-jerk. Although that was everyone’s first reaction, we came up with a calm plan to react and then immediately worked on how to come back strong.” – Pat Bauer

How do you communicate tough decisions to your team and stakeholders to ensure alignment and understanding?
“I don’t tend to communicate any differently to my team than I do directly with Jim Glidewell, the founder. First, I try to start by being
clear and honest about the situation. Second, I have found that one can never over-communicate. Next, I think empathy is an underutilized skill. Understanding and acknowledging how my decisions affect team members and stakeholders is key. Openly addressing concerns and emotions can mitigate negative impacts and foster a supportive environment. Then, after communicating the decision, I think it’s important to give others a chance to voice their thoughts and concerns. I know I don’t always have all the answers, and there have been several times when my decisions have been swayed based on input I received from others on my team. It’s important to be open to feedback, and it’s equally important to admit that your decision may have been flawed. Lastly, clarity on what comes next can help align everyone’s efforts and minimize uncertainty.” – Stephenie Goddard

“I’ve found that the best way to ensure alignment is to involve stakeholders early in the process and ensure they feel heard and understood. I see our employees as being stakeholders as well, and it’s essential to clearly articulate the ‘why’ behind tough decisions. This way, even if people don’t agree, they can understand why the decision was made.” – Frank Massino

“No one likes surprises. Mark Greenstein, Heartland Dental’s Chief Growth Officer says, ‘Surprises are for birthdays.’ Be upfront. Have a plan that is well thought out to answer questions. Blaming the economy or the external environment is not a good answer.” – Pat Bauer

Describe a decision that was unpopular at the time but ultimately beneficial for the company’s growth or sustainability.
“At the beginning of 2023, I was faced with the difficult task of letting go of team members who were underperforming. In our fully remote work environment, we recognized the need to evaluate performance differently. It became clear that those consistently underperforming were affecting morale and productivity of our top performers. Although it was a challenge to begin the process, many high performers came back to us with appreciation for keeping the bar set high and as a result, we finished the year incredibly strong, and everyone’s performance has been elevated.”- Frank Massino

“When we were rebounding from the COVID shutdown, we wanted to bring everyone back to the roles they were in previously. In order to do this, since we weren’t sure what patient demand would look like, we changed many people to compensation structures that were more incentive-based. We initially did this as a temporary measure to bring people back to work, but our teams adamantly did not want to switch back when we offered that to our practice leaders. The ultimate impact was that we had incentive-based plans that rewarded our top performers, in many cases allowing them to earn significantly more than market rates. Truly a win for all.” – Geoff Ligibel

What strategies do you employ to stay resilient and maintain composure under pressure? What resources or support systems do you rely on?
“I have to do my leadership homework every day. I need feedback from my customer, the doctor, and my team. I also have a few mentors/coaches who I talk with regularly. They help me bounce my thoughts off of them. They don’t give me answers – they give me the ability to think.” – Pat Bauer

“Staying resilient and maintaining composure under pressure are obviously crucial for effective leadership, especially when faced with tough decisions. To combat these moments, I prioritize self-care through regular physical activity (I’m crazy for Pilates), adequate sleep (I need my eight hours!), and healthy eating. These can all profoundly affect my mental clarity and emotional resilience. I also have an amazing support network of peers, mentors, and advisors who provide me with a sounding board for discussing challenges and gaining perspective. Some in my network are family. Others are current or previous colleagues within my industry. And yet others are completely outside my industry who can give me a different perspective altogether. I regularly practice mindfulness and reflection to calm my mind and focus clearly. I have found that engaging in mindfulness exercises can help me center thoughts and reduce my anxiety around decisions.” – Stephenie Goddard

“I try not to take things personally. I care tremendously about the organization and our reputation, but I recognize that we can never make everybody happy. What we can do is stay true to our mission, putting patients first every single day. As long as we are doing that, it grounds you when something doesn’t go as planned. In terms of resources, I’ve been working with an executive leadership coach for almost ten years. I’ve met some great leaders over the years, and every single one of them has remained committed to improving their leadership skills even when most people would view them as amazing leaders already. I’m constantly looking for ways to become a better leader, and my coach is a great resource for me.” – Geoff Ligibel

Describe the importance of self-care for C-Suite leaders and its impact on making tough decisions. “I know it’s become a cliché, but the airline announcement, ‘If the oxygen masks drop, place your mask on first before helping others,’ very much applies here. Self-care looks different for everyone. Whether you incorporate meditation, exercise or spending time with family and friends, it’s also essential to make time in your self-care routine to think. This is often when great ideas pop up by creating the space you need to consider solutions you may not have thought of before.” – Frank Massino

“One non-negotiable aspect of my routine is dedicating 45 minutes every morning to mindfulness activities like yoga, meditation, exercise, or simply spending time outdoors. This ritual establishes a positive tone for my day and ensures mental clarity for effective decision-making. Its significance cannot be emphasized enough. Additionally, every quarter, I allocate a few days for reflection on accomplishments, areas for growth or adjustment, and to rejuvenate for the upcoming quarter. I highly advocate for these practices for all team members, regardless of their position within the company.” – Rahma Samow

Get to Know Rahma Samow

Rahma is the President and CEO of ClearChoice Dental Implant Centers. She is responsible for the largest dental implant therapy provider in the United States. She has a proven track record of exceeding results, incubating and commercializing innovative solutions, developing talents, and building winning teams. Rahma spent over 14 years with Siemens Healthineers where she served as a senior executive before becoming a member of the executive board and the global head of the dental service organization business unit at Straumann Group, the world leader in implant, restorative, and regenerative dentistry.

Get to Know Frank Massino

Frank Massino is the President of Darby Group Companies and serves as the President/CEO of Darby Dental Supply. Prior to Darby, he was the managing partner of a boutique consulting firm in Manhattan specializing in M&A strategy, organizational and leadership development, and change management. His first introduction to Darby Dental Supply was after Darby acquired Becker-Parkin in 2007. One project led to the next and over the span of several years, Frank worked with the Executive Team to transform Darby’s culture and to evolve its inside sales model before he was recruited into the role of Chief Operating Officer.

Get to Know Pat Bauer

Pat is the President and Chief Executive Officer of Heartland Dental. He brings more than 25 years in dental and healthcare operations management to the company. He is responsible for the oversight and management of all company operations and day-to-day functions. Pat has been instrumental to the company’s growth, both organic and through acquisition.

Get to Know Stephenie Goddard

Stephenie is the CEO of Glidewell Dental. She has served in this role since 2022, when she replaced the company’s founder and president. Stephenie has been a part of Glidewell since 2006 when she joined as vice president of human resources, establishing various programs that have contributed to the company’s relentless expansion. Stephenie strives to reinforce Glidewell’s core principles while positioning the company to better achieve them.

Get to Know Geoff Ligibel

Geoff Ligibel is the President and CEO of 42 North Dental. He has been leading 42 North Dental for 10 years and has been working in dentistry for over 20 years. Prior to joining 42 North Dental, he started the dental group at Houlihan Lokey where he executed over 50 transactions in the healthcare space. Before Houlihan Lokey, Geoff was Vice President of the M&A Group at KeyBanc Capital Markets. He is a CFA Charterholder and a CPA (inactive).

Rahma Samow’s Trailblazing Journey to CEO.

Rahma Samow’s ascent to CEO of ClearChoice Management Services marks a historic achievement and paves a bright future for the dental healthcare industry.

Rahma Samow’s appointment as CEO of ClearChoice Management Services is a groundbreaking moment in the dental industry. Her ascent, marked by resilience and strategic acumen, is an inspiration to those working to be heard and placed in influential roles. As one of the first black women in such a role, Rahma’s journey reflects a shift in corporate leadership, highlighting the value of diverse perspectives to shape the future of healthcare.

What are you up to these days, Rahma?
I am so proud to be serving as Chief Executive Officer of ClearChoice, a TAG company. We are the largest dental implant therapy provider in the United States specialized in fixed, full arch dental restorations with roughly 2,500 employees. At ClearChoice, we restore hope and confidence in our patients, and ultimately change the course of their lives. I have the privilege and responsibility of sustaining our industry-leading position, expanding into new markets, diversifying treatment services, and advancing the company’s vision as a beacon of hope for the edentulous and those with acute oral disease.

What drew you into the industry, and what motivates you to continue in this field?
Having spent over 14 years with Siemens Healthineers, I gained valuable insights into advanced medical technology, digital health, and breakthrough innovations that save patients’ lives. However, what drew me to the dental industry, particularly my move to Straumann, was the opportunity to get closer to Healthcare consumerism. Straumann Group’s portfolio caters to both providers and consumers, resembling a portion of the healthcare retail business in many aspects—an aspect that intrigued me and expanded my horizons. It offered a unique proximity to the patient, allowing a deeper understanding of their complex needs and challenges. This closeness also enables a direct view of the impact our business has on their lives.

The struggles were profound, but the subsequent personal growth and accomplishments made every ounce of effort undeniably worthwhile.

Joining ClearChoice was motivated by its mission to be a Platform of Hope for edentulous patients and those suffering from acute oral disease. The transformative work carried out in ClearChoice centers across the country is not just changing lives but also restoring their confidence. I find immense reward in being part of an organization with such a meaningful mission, making it an incredibly fulfilling place to continue my journey in the industry. Being part of The Aspen Group means we can serve more patients, more efficiently, ultimately changing more lives through our unique model of care.

Has any event or leader had a profound impact on your career? What did you learn from them and try to model today?
Throughout my career, I’ve had the privilege of encountering many inspiring individuals, but two have left a lasting impact and changed my career trajectory. Arthur Kaindl, President & Head of Varian at Siemens Healthineers, not only entrusted me with significant roles like Global Head of Sales, Digital Health, and later Senior VP overseeing Sales, Marketing, and Communications but also imparted invaluable lessons on effective leadership. Arthur emphasized the importance of people being the cornerstone of success, also positioning oneself in a corporate environment, showcasing successes, and celebrating milestones. His guidance taught me to navigate challenges strategically, maintaining a focus on both accomplishments and solutions. As a woman in business, his insights were particularly empowering, reminding me of the significance of visibility and a seat at the table.

The other leader who significantly shaped my career trajectory is Sabine Kohler, Founder & Managing Partner at Board Boutique GmbH. After dedicating more than 14 years to Siemens and essentially “growing up” within the organization, Sabine presented a pivotal challenge: to reassess my career and embrace the new level of growth that awaited beyond my comfort zone. Leaving the familiar home I had known and cherished throughout my entire career to join Straumann was a daunting prospect. Despite my limited knowledge of the dental industry at the time, thorough research and interactions with Straumann’s leadership revealed a high-performing culture and a compelling market position that captured my admiration. I was and still am impressed with Straumann’s ability to sustain market leadership through innovation and education.

Sabine’s encouragement to step outside my comfort zone and prove myself in unfamiliar territory has been instrumental in shaping my current position. I discovered the value of embracing discomfort and the transformative power it holds for personal and professional growth. I wholeheartedly advocate for others to take bold leaps in their own careers, especially when faced with the prospect of stepping into the unknown.

Share a pivotal moment in your personal life or career that shaped you into the leader you are today.
In 2010, a pivotal chapter of my career unfolded when I embraced the opportunity to represent the medical device & digital health business at Siemens Healthineers in the Middle East and Africa. This role demanded navigating diverse cultures and norms while supporting countries like Saudi Arabia, Pakistan, Iraq, etc. As a woman in a predominantly male field, facing the added challenges of securing a seat at the table, I recognized the profound journey ahead to prove my worth. Navigating the complexities of this role and ensuring success and impact proved immensely challenging. I discovered that nothing truly worthwhile in life comes easily. Through this transformative experience, I cultivated resilience and the tenacity to ardently pursue my goals. The struggles were profound, but the subsequent personal growth and accomplishments made every ounce of effort undeniably worthwhile.

What is the best piece of advice you’ve received? Did you solicit this advice? What were the circumstances when you received it? How has it guided you since?
The best advice I’ve received, growing up in a household surrounded by brothers, came from my mother. This wisdom wasn’t directly sought but emerged from my upbringing. My mother, through various conversations, emphasized the crucial role of personal agency, urging me not to let my brothers control me and to stand up for my rights. She instilled in me the significance of embracing feminism and diversity, highlighting that being different is not a vulnerability but an asset in the complexities of the world.

Since then, this advice has been my guiding light, empowering me to take control of my destiny and resist being confined by societal expectations. In my professional journey, it has emboldened me to seize opportunities, even when I at times felt insecure. I’ve learned to acknowledge and celebrate my achievements, taking the leap with confidence. This invaluable counsel has played a pivotal role in shaping my approach to both personal and professional challenges.

How has your leadership style evolved over the years?
At the core of my leadership philosophy is a commitment to value creation and passion. I guide my team by providing vision, direction, and clarity, fostering a culture of boldness that champions innovative thinking and rewards risk-taking. Understanding the paralyzing impact of the fear of failure and the risks associated with missed opportunities, I emphasize the need to overcome such fears.

While my direct communication style, characterized by tough love, may sometimes be challenging, I’ve evolved my approach to alleviate perceived overwhelm. Breaking down work packages into manageable pieces and introducing guardrails, I aim to create an environment where the team feels comfortable enough to explore their potential freely. My ultimate goal is to empower and support my team in realizing their fullest potential.

How do you keep focus on company culture while dealing with adversity and challenges?
To put it simply, you cannot overcome adversity and challenges in business without having a strong company culture. Building a culture where teams thrive, feel safe taking risks, feel included, and work together toward a common goal should be the highest priority of any business leader. It is critically important for leaders to ensure that teams understand the vision of the company and feel connected to it. Teams must clearly understand how the work they are doing everyday ties to the vision and goals of the company. Without this, you cannot overcome adversity and challenges. I feel very fortunate to lead a company like ClearChoice that has such a strong purpose and vision for being the Platform of Hope for patients suffering from advanced oral disease.

As a minority woman, I also believe strongly in building diverse teams and feel it is the responsibility of every organization to celebrate the many positive changes that have happened to create equality, while committing ourselves more fully to the necessary structural and social changes needed to make full equality of opportunity possible regardless of gender, ethnicity, nationality, religion, sexual orientation, etc.

To be an impactful leader, you must be able to influence positivity and surround yourself with smart and good people.

What advice do you have for those aspiring to be an impactful leader in the industry?I believe the most important qualities of a great leader include integrity, accountability, empathy, humility, resilience, and vision. To be an impactful leader, you must be able to influence positivity and surround yourself with smart and good people. The best advice I can give to someone who aspires to be a leader in this industry is to start by building a culture where teams feel heard and can thrive. Encourage more direct and transparent communication, and better collaboration with every team member in the organization from top to bottom. Take time to listen to team members from all walks of the organization to learn where there are strengths and pain points. From there, focus on those opportunities, embrace change and innovation, and stay positive.

What legacy do you want to leave?
First, a leader who has left no stone unturned to expand access to care to those in need. I have addressed proactively the care gaps throughout my career. At ClearChoice, we have launched the ‘No Patient Left Behind’ initiative to make good on our purpose of being the platform of hope to those in need!

Second, fostering a high-performing culture is indeed at the core of my business philosophy. I firmly believe that without a robust culture of ownership, accountability, empowerment, and transparency resonating with every team member, organizational growth is constrained. The legacy I aim to leave, regardless of my location, is one characterized by a thriving culture where talent flourishes, and teams are empowered to operate at their peak, creating a lasting impact. I aspire to be remembered for cultivating an environment where individuals feel connected, inspired, and capable of making meaningful contributions and creating substantial value to make the world a better place.

Picture a sprawling Midwestern farm, where the earth is as generous as the people tending to it – this is where the story of DeAnn McClain, Heartland Dental’s COO, begins. Much like the hearty crops that rise from the Midwest’s soil, DeAnn’s career grew from humble roots into something remarkable. Her journey, intertwined with the growth of Heartland Dental, shows us the beauty of a well-tended life, where dedication and care for oneself and others can cultivate extraordinary success.

The story of Heartland Dental’s female COO is one of a woman from the Midwest who took a chance after college and joined an organization as it embarked on a journey that would lead to decades of exponential growth, continuous improvement, and building industry leaders. DeAnn enjoys gardening and understands the resources and nurturing it takes to grow something magnificent. She applies the same care and attention to detail in leading her team and helping Heartland Dental’s supported doctors in her role as the company’s Executive Vice President and Chief Operating Officer.

Since day one, Heartland Dental and its people have stayed true to Founder, Dr. Rick Workman’s vision to establish a company by doctors, for doctors, to help them focus on what matters most – their patients. One contributing factor to the steady growth and the establishment of a vibrant culture at Heartland Dental can be attributed to the unassuming yet formidable leadership of DeAnn McClain.

DeAnn is known for her sharp insight, adept strategy, and a blend of mental toughness and emotional sincerity. Hailing from a farm in Hidalgo, Illinois, DeAnn imbibed the values of hard work and dedication early in life.

DeAnn’s career journey shifted to a new level fueled by the belief that Pat Bauer and Dr. Rick Workman had in her leadership potential.

After graduating from Eastern Illinois University, her journey led her to Workman Management Group, where a pivotal interview with the CFO paved the way for her role in the accounting department of the soon-to-be Heartland Dental. Unbeknownst to DeAnn, Dr. Workman was assembling a team that would take his group of dental practices to the next level.

“I am blessed that throughout my career, Dr. Workman and Pat believed in me every step of the way. They have invested in me, as a leader and a person.”

In 1997, Dr. Workman hired Pat Bauer, today the company’s President and Chief Executive Officer, as Chief Operating Officer. As DeAnn’s career grew over the years, the unwavering support of Dr. Workman and Pat Bauer played a crucial role ensuring she had a seat at the table. Reflecting on their impact, DeAnn emphasizes the belief they instilled in her, fostering both personal and professional growth.

“I am blessed that throughout my career, Dr. Workman and Pat believed in me every step of the way. They have invested in me, as a leader and a person,” shared DeAnn. “As I grew myself and my career, I never had to think about how being a woman was impacting my success at Heartland. As I have grown my network outside of Heartland, I realized many women did not have such a strong support system.”

One pivotal moment in her career was when DeAnn decided to leave the comfort of the accounting department and make a bold move to Operations, accepting the responsibility of leadership that Pat and Dr. Workman continually reinforced seeing in her. And that one decision took her career on a new and exciting path.

With quiet wisdom and influential leadership, DeAnn’s impact on the growth of others is felt across the Heartland Dental Network.

As an introvert, DeAnn didn’t imagine a career trajectory that would land her in a c-suite role. However, Pat and Dr. Workman’s trust in her and her passion for making a difference for Heartland supported doctors brought her to the Heartland Dental Senior Leadership Team. Over the years, she learned to be more vocal and proactively share her thoughts and ideas, realizing the impact she could have on others. Now, with over 25 years of experience as a leader, DeAnn recognizes that sharing her voice in an authentic way will be something she constantly has to work on, and she is grateful to have the tools to help her do so! Afterall, continuous improvement and education are important aspects of the Heartland Dental culture.

DeAnn notes one of the most impactful investments Pat and Dr. Workman have made in her has been their investment in Bell Leadership. Today, Heartland Dental has provided this leadership development opportunity to thousands of supported doctors, hygiene providers, and team members across the company’s supported network. Through her work with Dr. Gerald Bell, founder of the Bell Leadership Institute, DeAnn has realized the impact she can have on others by focusing on herself first. She ensures that with all of the priorities in front of her, she maintains a focus on investing in her development, listening to feedback, and working to understand how her behaviors influence those around her. DeAnn has also found that being vulnerable is a leadership trait that goes a long way, especially when leading a team of professionals across the nation.

“I learned to be more vocal and proactively share my thoughts and ideas, realizing the impact it had on others.”

It would be easy for DeAnn to appreciate how far she has come and start to relax a bit after over twenty-five years growing with a record-breaking, history-making company. But she remains dedicated to the success of herself, her team, and Heartland Dental’s supported doctors. Regular coaching sessions, completing daily homework focused on self-awareness and self-improvement and reading books (sometimes as a team book club) are all part of DeAnn’s routine to stay sharp and keep the practice of growing herself. Knowledge and understanding of the external environment, or what is happening outside of Heartland Dental and even the dental industry, are also a priority for Founding member of Women in DSO® DeAnn. She studies the external environment and engages in peer-to-peer learning through communities such as World 50 Group, an invite-only community for Boards, Executives, and other leaders to evolve and collaborate alongside each other.

DeAnn’s unassuming yet formidable leadership allows her to connect with others to keep Heartland Dental’s culture filled with nurturing support.

When it comes to the broader Heartland Dental supported community, DeAnn identified the company’s doctor-led support model and culture as the bedrock of its sustained success. As a leader in Operations, DeAnn fiercely believes in upholding this culture. When things get bumpy or there’s a win to celebrate, she knows all eyes turn to her for direction. But DeAnn’s wisdom lies in leaning on the robust systems Heartland Dental has meticulously built.

“Instead of panicking or abandoning the plan, having solid systems to fall back on allows us to navigate uncertainty with clear heads,” DeAnn stated. These systems, which DeAnn herself played a pivotal role in developing, are the lifeblood of delivering world-class support, even when the going gets tough.

DeAnn is the epitome of quiet wisdom, and over the years, DeAnn’s leadership style has evolved, with her demeanor transforming into a powerful force. Her journey, much like a well-tended garden, is a blend of patience, care, and consistent nurturing. Rising through the ranks while staying true to her values, she has become an inspiration for people within and beyond Heartland Dental. Her legacy emphasizes the significance of hard work, passion, continuous personal growth, and the courage to share experiences—a blueprint for making a difference.

DeAnn’s story is more than becoming a COO; it’s how to use your voice and heart to make a difference, proving that when you invest in yourself, you nurture everyone around you.

Women leaders aren’t just making strides; they’re setting the pace and redefining the landscape. Lessons in Leadership is a window into the multi-faceted world of women leaders in the DSO industry.

How Christine King Became the World’s First Female Semiconductor Company CEO

An uneducated, single mother at 20, Christine King climbed the tech ladder to become the world’s first female CEO of a semiconductor company. Now she’s sharing her hard-won lessons for personal and professional triumph in her own words.

Lesson 1

Without Skills or an Education, You Are Nowhere
We all make questionable decisions in our lives, and one of my earliest was deciding to marry a hippie. He looked great, played a mean guitar, and I just went for that. And then one day, my husband came home and said, “I got to go to California, this marriage thing’s not for me. It’s nothing personal against you. Bye-bye,” and he was gone, leaving me with an 18-month-old son in a run-down trailer park and almost no money.

I quickly realized that without an education or skills, I was nowhere and wasn’t going to get very far in life. I couldn’t do much about being a woman or being a single mom, but I could tackle my lack of education and at least give myself a fighting chance to stand out from the crowd.

I immediately started looking for a job – any job – to fix the increasingly desperate situation we were in, but quickly discovered I was starting with three strikes against me.

I was a woman, with all that meant in the 1970s. One company said they wanted to offer me a clerical job, but they couldn’t because I was “too pretty” and would distract the men on the factory floor.
I was a young, single mom. One bank wouldn’t hire me as a teller because they “couldn’t count on me to show up for my work shift if my son got sick.”
I didn’t have any higher education or marketable skills; I only had a high school diploma. I was just one of millions of unemployed, minimally skilled people in the middle.

Of course, you don’t just snap your fingers and get an education, especially if you’re poor and have a child to take care of. I started by applying for welfare and the financial assistance that would keep us from starving, but I never let our present needs distract me from that longterm goal of getting an education.

Early days, outside her trailer park home.

It wasn’t easy to sell my social worker on letting me use a portion of my welfare check to get an education at a local community college. That monthly stipend was meant to pay for living expenses, not luxuries like a college education. But in my mind, college wasn’t a luxury; it was a necessity. It was the only thing I could think of that would allow me to finally get a job and independently support my family. I remember the exhilaration I felt when I successfully made my case and she finally agreed to let me pay for college.

If you want to be the captain of your fate and transform your potential into your reality, you need a differentiator. In the professional world, that differentiator comes in the form of skills or an education. For me, pursuing an education was the beginning, the catalyst, for an incredibly vibrant and rewarding life. That’s not to say that college is the only path to a successful life. It is to say that building an area of expertise, a foundation of knowledge and skills that differentiates you from others, is essential. Whatever you pursue, strive to learn as much as you can and apply it to the best of your ability to actualize your potential and become the best that you can be. You only get one life, so don’t settle for anything less.

Lesson 2

Don’t Sweat the Small Stuff
Once, in my early days as an engineer, I stood at a copy machine making copies of my latest circuit design, feeling pretty good about myself, and looking forward to its review by my colleagues. I was shocked out of my reverie when a male engineer walked in, assumed that I was a secretary because I was a woman, and ordered me to make his copies for him. As the copier whirred away, I had a moment to decide how to respond to his clueless request. Would correcting the engineer and seeking an apology further my goal of advancing my engineering capabilities and reputation at IBM? What benefit would I gain? The reality was that the only benefit would be to my ego, and it would only be a small momentary victory in the larger war I would fight over the course of my career. Would I allow my ego to control my actions, and by extension, my life, or would I choose to use my ego more productively? I decided to not sweat the small stuff and save my power and energy for the important battles.

Some might view my decision to smile and agree to make the male engineer’s copies and drop them off at his office as “being a doormat,” but there is a difference between acquiescing out of weakness or lack of courage and being confident enough in yourself and your value to keep your ego in check and to pick your battles.

We are living through an era where we have made much progress in the rights of women, people of color, and other marginalized individuals. At the same time, we are more easily offended than at any other time I can remember. Perhaps that’s a sign of how much progress we have
made; we can afford to be incensed by others’ slights.

“I don’t have time to sweat the small stuff. I’m too busy working on the big stuff.”

But I can’t help but think that there is still a long way for us to go and that we need to be wise and stay laser-focused on the larger battle. Until women, people of color, and other marginalized individuals have full equity and access to opportunity, I don’t have time to sweat the small stuff. I’m too busy working on the big stuff. In that war, indignance is a poison that weakens the offended person more than the person causing the offense, while humility and taking the high road is a battlefield advantage worth its weight in gold.

I’m surprised by how often people – men and women – miss this simple principle and can’t rise to the call to set their own egos aside in support of the larger team or mission. I remember helping negotiate the sale of a company once where the CEO of the company being sold wanted a benefit that would likely never be needed. This benefit, if it was ever actually needed, would cost such a small fraction of the deal’s value that it was the equivalent of a rounding error in the calculation. The CEO of the purchasing company, however, was a cost-cutter and was irritated by the request, so a battle of egos emerged. It became so bad that this very large deal would have fallen apart over a relatively
small sum of money if I hadn’t stepped in to personally guarantee the benefit (which was never needed!). That’s what can happen when egos lead the way.

Christine competing in a cow cutting event.

Lesson 3

Success Is a Team Sport
I’ve known many brilliant people in my career, and I’m fairly smart myself, but none of us is as smart or capable as several of us. Teams have the capacity to accomplish far more than individuals by leveraging the broader scope and power of team members’ unique expertise, experience, and perspectives in a concerted effort. It’s the concerted effort that determines how successful a team can be.

We’ve all been part of or seen teams that accomplished far less than expected based on the capabilities and potential of the individual members. Aligning and coordinating those individual capabilities is the secret to team success and to achieving far more than any individual can. This principle applies at all stages in your career – at the beginning when you are a junior member of a team and learning and building your network, and in its later stages when you are the one managing people and working to maximize a team’s impact.

“Once we get beyond ourselves, we can achieve far more personal success.”

When I accepted an offer as a manager in the testing department at IBM, I had big plans. But it was one of those situations where you can’t do it alone. I would never have had the impact I did if I didn’t focus on aligning and motivating my team to work together to achieve the goals. That team included Joe, an engineer who was thoroughly disinclined to work with or even like me, and he was one of those people who carried an outsized impact on the team. If he remained out of alignment, the team would never achieve its potential. Winning Joe over wasn’t easy, and it meant my ego came second occasionally, but if I hadn’t taken the high road with Joe and continuously looked for pathways to connect with him, I never would have achieved what we did and, ultimately, been promoted.

Christine representing Henry Schein at the 2023 Investor Meeting.

The importance of your team to your success was driven further home when I took over managing IBM’s analog semiconductor chips business and was no longer the technical lead or “smartest kid in the room.” At that point, my technological expertise became less important than my people expertise. I stopped operating as “Chris, the sole proprietor,” and started operating as “Chris, the leader of a team of experts and member of something far bigger than herself.” That was the start of a more exciting, enjoyable, and rewarding phase of my career. The interesting irony of life is that once we get beyond ourselves, we can achieve far more personal success.

Christine’s book Breaking Through the Silicon Ceiling follows her path from the trailer park to the boardroom and highlights the 12 essential principles that guided her along the way. Christine’s principles are hard-earned truths that have been proven time and again in her professional, avocational, and personal lives. Breaking Through the Silicon Ceiling is now available for order on Amazon and other leading e-commerce sites.

Category: Leaders

Breaking Barriers

Rahma Samow’s Trailblazing Journey to CEO.

Nurturing Growth

Lessons in Leadership

Breaking Through the Silicon Ceiling

How Christine King Became the World’s First Female Semiconductor Company CEO

Lesson 1

Lesson 2

Lesson 3