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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading
7 Questions with Abraham Khoureis
helps you in your leadership.
Cheers,
Jonno White
7 Questions with Abraham Khoureis
Name: Dr. Abraham Khoureis
Current title: Ambassador of Compassionate Leadership
Current organisation: AMK Global Leadership Initiative
Dr. Abraham Khoureis is a multi-talented thought leader with knowledge and expertise in a variety of business disciplines and academic settings. He founded and operated several businesses and currently holds numerous professional State licenses and credentials. He earned a Doctor of Philosophy (Ph.D.) in Business Administration, emphasis in Management from Northcentral University, San Diego, California; and a Master of Arts (M.A.) in Management from the University of Redlands, Redlands, California. He was honored by the University of Redlands (Redlands, California) as the 2018-2019 Mentor of the Year. He successfully completed two leadership programs with Harvard Business School Online: Entrepreneurship Essentials, and Sustainable Business Strategy. Currently, he is a Core Faculty with the University of Redlands School of Business, where he teaches graduate-level business and management courses.
Dr. Khoureis has a strong background and expertise in organizational leadership and management. His academic research led to the creation of the Degree Attainment Model, a factor-based model when applied properly may help professional disabled students complete their degrees in higher education. Thus, he is very passionate about placing professional disabled students into higher education.
He is also a SAG-AFTRA Franchised Talent Agent. In this professional capacity, he guides and enhances (as needed) the developments of his represented professional talent.
He is the Creator and Host of the internationally recognized and influential show "Leadership & Politics with Dr. Abraham," where Thought Leaders in different fields share with him and his audience their latest insights.
As a leadership, management, and business problem-solver, advisor, mentor, and coach, the knowledge and expertise Dr. Khoureis might bring to your organization and academic setting may be a unique and unparalleled experience.
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1. What have you found most challenging as a CEO or executive of a large enterprise?
Managing the company’s growth and expansion into new markets.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Expertise and know-how of the market. Leading and managing several businesses was a good foundation to maintain consistency, credibility and reliability.
3. How do you structure your work days from waking up to going to sleep?
Wake up daily between 4-5:00 AM, browse the daily news / market from different perspectives. Workout for 30 minutes. Light breakfast, start meetings by 7:00 AM PST. 10:00 AM EST. Due to COVID, most of my meeting activities are conducted virtually. Office hours are per appointment only. Meetings at the office are rare these days. Hope to start again soon. 12:30 PM light lunch. Meetings in the afternoon are divided into group virtual meetings and occasionally, one-on-one with other thought leaders or colleagues. Light dinner at 8:00 PM. Watch the news and spend time with family. By 11:00 PM, sleep time until 5:00 AM.
4. What's the most recent significant leadership lesson you've learned?
“Everyone has something to offer” and “there are no mistakes. There are learning moments.”
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 Vision Code” by Dr. Oleg Konovalov. In this book, Oleg guides his readers into creating their future vision by authentically living the present time.
6. How do you build leadership capacity in a large enterprise?
By empowering others through delegation. The span of control can easily slip toward chaotic environments without the delegation of power.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
During the early days of COVID we shifted operation into distribution of COVID essential products. All the resources at my disposal were allocated to manufacturing and distribution.