1. What have you found most challenging as a CEO or executive of a large enterprise?

Influencing others to contribute, participate and engage. Primarily because everyone has a view and perspective on how the tactical and strategic operations should roll out. The CEO's role is to constantly state the vision of the organization and lead by example to order that all will engage and support the growth and direction.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

My last position with the federal government before retirement in 2017 was Chief of Staff. I enjoy overseeing so many facets of the large organization and learning so much. That transitioned into my current role with The Johnson Leadership Group as we develop leaders in the USA and Africa.

3. How do you structure your work days from waking up to going to sleep?

I am early to bed and early to rise. I wake up each morning between 5:30 to 6:30am. Following my morning stretch and reading Scripture, I respond to a few important emails, check my calendar for the day and proceed with answering voice messages. I also watch the local and national news for about 1 1/2 hours just to check in on breaking news. Then...I am off and running!

4. What's the most recent significant leadership lesson you've learned?

Listening. It avoids conflict and misunderstandings. Since we talk at a rate of about 180 words per minute and listen at a rate of about 350 words per minute, there are plenty of opportunities for us not to "connect" during times of conversation, dialogue and communication. Developing good listening skills is keenly important!

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 late Dr. Myles Munroe wrote a book in 1993 titled - Understanding Your Potential. I read it during a pivotal time in my life. It was a game changer.

6. How do you build leadership capacity in a large enterprise?

Model what you want to see and, equally important, what you want others to see. Lead by example in other words. Demonstrate energy, bridge building, character, honesty, integrity, intensity, compassion and empathy. In doing so, we build rapport with everyone. We show that we care.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

Always see the glass as "half full." Remain calm under fire. Practice the Golden Rule. It's a daily practice that I demonstrate to all customers, stakeholders, staff and my family. That's my story.