Name: Michael Yinger

Title: Senior RPO Director

Organisation: Korn Ferry

20+ years in Talent Acquisition, consulting, managing clients and leading engagements for Randstad Sourceright, AON RPO, PeopleScout, Customer Solutions, and Korn Ferry.

Click here to read Michael's Interview on leadership

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Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

To me, trust comes from me doing what I say I'm going to do, in all my relationships. The more I honor the commitments I make, the more likely those around me will have trust in me.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Vision is the big picture, mission is the cause. As a leader you have to have both and you have to be able to communicate them appropriately.

3. How can a leader empower the people they're leading?

Empowerment is given based on the trust you have that your people will meet their commitments (see my answer to the first question). In my case, I practice trust and verify. Overtime, verification takes less time.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

Virtually all of my examples are what not to do. I have learned more from those encounters. When I see something I don't like, I'm able to reflect on whether I act in that way and should I change that.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

By listening instead of talking. I'm capable of very quick decisions, and often it's best to let people get to their own conclusions before I weigh in.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I tend to plan top down. Big picture, then what are the tasks that are needed to get there. That means have a clear vision of where I want to be coupled with a clear picture of where I am now. Sometimes the steps have to evolve, depending on the amount of change between now and then.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Practice, practice, practice. Not delegating is not good leadership, and it's worse to delegate and then clawback. Find someone with no skin in the game and talk through your plans, what to delegate, how to monitor results.