Name: Mary Lou Panzano

Title: Founder and Chief Enlightenment Officer

Organisation: Panzano Enterprises

Location: United States

Mary Lou Panzano is the founder and CEO of Panzano Enterprises, where she focuses on helping emerging leaders prosper in times of change and beyond.

An experienced comms executives with over 30 years of experience leading successful programs to support transformational change initiatives at global companies, she previously served as vice president, internal communications at Bayer, and held senior communications roles and Pfizer and Prudential. Today, she’s a highly-sought-after speaker, admired leader, educator, coach, and author.

Her 4C’s Framework and article series, “The 11 Principles of Prosperity,” are considered communications industry staples.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Mary Lou's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

More than once I had to deliver the difficult news to people on my team who were great performers that their job was eliminated. Even if that decision were mine – and sometimes it wasn’t – it put me in an incredibly difficult position. I work hard to find and hire the best people. Telling my team, and friends, that they no longer have a job goes against my core values and beliefs and for me, that’s what made situations like that so challenging.

2. How did you become a leader? Can you please briefly tell the story?

For me, leadership wasn’t a job I applied for, per se. It’s a way of being that evolves over time. It’s how you show up for your team. I remember the first time I had to notify someone on my team that her job was eliminated because of an organizational change.

I couldn’t sleep for weeks leading up to that dreaded day. I had all the coaching, messages, and support options lined up for her, and did the best I could in that tough discussion. The next day she told me that even though she felt I didn’t want to make this decision, she appreciated how I handled the situation and the support I gave her.

We’re still friends today. Leaders need to make hard decisions and sometime do things they don’t want to do; it’s how you handle those situations that matters. Employing grace, courage, confidence, empathy, and caring matter.

When you demonstrate those qualities, people not only want to deliver great results for you, but they will want to follow you. That’s what I’ve come to learn is how admired leaders are defined and what I work to demonstrate every day.

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

I’m semi-retired, so my “workdays” are not typical. I’m up by 6 am to start my morning routine which includes journaling, vitamins, coffee, feeding the fish and a few minutes outside for fresh air and prayer/meditation.

I then check out what happened in the world overnight. I read Axios AM, scroll through the NY Times, and absorb the daily Admired Leader Field Notes by CRA, Inc. Then, I flip through email and check my CRM for actions lined up related to my speaking and coaching business.

The afternoons are reserved for writing articles, posts and working on my book, as well as long walks with our German Shepard followed by a light workout. After dinner, I enjoy a little TV, social medial engagement, and reading before bed at 10 am. Getting 7-8 hours of sleep is a must.

On Fridays, my husband and I babysit our grandson. We have a motto for our retirement: do the things we love most with those we love most. For me, that includes coffee, lunch, dinner get-togethers with friends and family, Board and/or Committee meetings and volunteer work with Morris Habitat for Humanity, and engaging with clients and prospects. We enjoy traveling as well…when we can fit it in!

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

In order to be a servant leader, you have to be a little selfish. I recently returned from a long weekend in Miami and heard the safety announcement remind us that if the cabin pressure falls, put on your oxygen mask first before helping others. As a leader you have to take care of yourself in order to be able to lead effectively. If you are stressed, depressed, overwhelmed, unhealthy, or on the verge of burn-out, you will not be able to effectively lead your team or your company.

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?

Can I share two? One is, “Jesus, CEO” by Laurie Beth Jones, which draws upon using ancient wisdom for visionary leadership. Jones reveals three categories of strength behind how Jesus led – the strengths of self-mastery, action, and relationships. I first read this book in the mid-1990’s.

I was promoted to manager and had a new team to lead. I was in a new role, had much to learn, and was put in charge of a major project involving activities I had never done before. I wanted the project to be successful and did whatever it took to ensure that. I remember the chapter about Jesus being willing to do an end run – whatever it took.

That put wind in my sail, and the outcome was far more successful than my boss expected. I found the wisdom, examples, and lessons in leadership covered in this book to be career- and life-changing for me. The second one is, The Bible.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Lead with heart. Keep in mind always that people are human beings, not just assets. They want to be heard, involved, engaged, challenged, appreciated, and respected. None of those things cost you anything except your time. Be present. Be available. Stretch them. Support them. Have their backs. Leadership isn’t just about getting great results; it’s getting great results with and through your people.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

I recall having to make a difficult decision about assigning someone on my team to a global change management team as part of a major acquisition the company was making. She did not have the experience I had, and I was already feeling overwhelmed with the strategic communications planning, many meetings and responsibilities added to my already heavy workload related to this acquisition.

I had to delegate this piece of work. I knew she could handle the assignment. She wasn’t so sure. She was challenged and really had to stretch out of her comfort zone to successfully represent our work on the change team and keep us informed of developments along the way. She did an excellent job! By providing her with coaching, support, and space to figure things out for herself, she grew in ways that surprised both of us. She thanked me for that opportunity.

As a leader, I believe your greatest success is the legacy of admired leaders you build up behind you who outperform you.