Name: Michael McDermott

Title: Owner

Organisation: MAM Leadership Solutions Inc - A Crestcom Licensee

Michael McDermott is the owner and CEO of MAM Leadership Solutions, an authorized partner of Crestcom International. He provides leadership development in New York, NY.

Michael is a seasoned executive with extensive experience in consulting, financial services, and technology industries. He has worked with prestigious organizations such as BCG, Amazon, and PeopleSoft, where he honed his skills in strategic leadership, operational excellence, and driving organizational growth. Michael’s experience as an Executive in Residence at Mach 49 has also given him valuable insights into venture-driven growth and innovation.

Throughout his career, Michael learned firsthand the critical role of effective leadership in organizational success. Strong leadership is the cornerstone of any thriving business, capable of inspiring teams, driving innovation, and navigating complex challenges.

With his extensive background in consulting and operations, he is the perfect partner for organizations facing a wide range of organizational challenges, including:

Improving cross-team coordination and communication Implementing effective change management strategies Enhancing operational efficiency and productivity Developing strong, values-driven organizational cultures Fostering innovation and adaptability in rapidly changing markets

Michael’s journey from corporate executive to leadership development professional was driven by a deep understanding of the critical role that effective leadership plays in organizational success. His diverse experiences and passion for helping others grow make Michael an ideal partner for organizations looking to develop strong, capable leaders who can drive their businesses forward in an increasingly complex and competitive world.

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

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

Cheers,

Jonno White

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

One of the most challenging aspects of leadership I’ve encountered is balancing the need for strategic decision-making with the equally important responsibility of fostering genuine human connection within teams. Throughout my career in consulting and technology, I’ve often found myself navigating environments where rapid innovation and operational efficiency were critical to success. In such high-pressure contexts, it’s easy to focus heavily on metrics, processes, and outcomes while unintentionally overlooking the emotional and relational dynamics that drive team performance.

For example, during my time at Amazon, Catalina, and BCG, I faced situations where cross-functional teams needed to align quickly on complex initiatives. While ensuring operational goals were met, I realized that true alignment required more than just clear communication—it demanded empathy, trust-building, and an understanding of diverse perspectives. Balancing these priorities—delivering results while nurturing a culture of collaboration and psychological safety—has been one of the most nuanced challenges of leadership.

Additionally, as a leader guiding organizations through change management or fostering innovation in competitive markets, I’ve learned that resistance to change often stems from fear or uncertainty. Addressing these emotions requires patience and authentic engagement, which can sometimes feel at odds with the urgency of achieving business objectives. However, I’ve found that investing in people—listening to their concerns, empowering their growth, and creating a shared sense of purpose—ultimately leads to stronger outcomes.

This challenge has shaped my leadership philosophy: Effective leadership is not just about driving results but also about inspiring people to achieve those results together. It’s a delicate balance that requires constant self-awareness and adaptability, but it’s also one of the most rewarding aspects of being a leader.

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

I became a leader during my time at Amazon, where I was entrusted with the responsibility of launching products on a global scale. This role required me to step into a multifaceted leadership position, where success depended not only on driving results but also on influencing and aligning diverse, cross-functional teams spread across different regions. Leading by influence became a critical skill, as I had to bring together teams with varying priorities and perspectives to work toward a shared goal. In addition to managing internal teams, I was also responsible for building strong relationships with customers, understanding their needs, and ensuring our solutions delivered value.

Perhaps the most defining aspect of this leadership experience was being accountable for the P&L of the new products we launched. Balancing strategic decision-making with operational execution taught me the importance of taking ownership, making data-driven decisions, and inspiring others to achieve ambitious goals. This experience at Amazon not only shaped my leadership style but also instilled in me a deep appreciation for the complexities and rewards of leading in a dynamic, high-stakes environment.

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

I structure my days with a focus on intentionality, discipline, and balance. My mornings start early, at 4:30 AM, with a time of devotion and reflection. This practice sets the tone for the day, grounding me mentally and spiritually. When my health permits, I prioritize fitness by getting in a workout to energize both my body and mind. Afterward, I enjoy breakfast and begin tackling the day’s tasks.

My workday officially starts with a review of emails and my calendar. This helps me prioritize activities and align my schedule with key objectives. From there, I focus on executing my priorities with clarity and purpose. I follow an intermittent eating routine, having just two meals a day, so lunch or dinner is variable depending on the day’s meetings and commitments.

I typically wrap up work around 6 PM to wind down and reflect on the day. However, if I have evening meetings or special projects, I prepare for those as needed. My daily structure allows me to stay productive while maintaining the flexibility to adapt to changing circumstances. It’s a routine that balances professional focus with personal well-being.

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

A recent lesson I’ve been reminded of as a leader is the critical importance of clear communication in achieving strategic objectives. At Crestcom, one of the core competencies we emphasize is the power of clear and effective communication to align teams and drive results.

In one of our training exercises, we demonstrate just how easy it is for managers and high-potential employees to assume they are giving clear directions, only to realize that key details—such as timelines or specific expectations—were left ambiguous. This often leads to confusion, rework, and unnecessary frustration for both leaders and their teams.

This exercise serves as a powerful reminder that clarity isn’t just about what you say—it’s about ensuring your message is fully understood. As leaders, it’s our responsibility to spell out expectations explicitly, confirm alignment, and create an open dialogue for questions or feedback. This lesson continues to reinforce my belief that clear communication is not just a skill but a cornerstone of effective leadership.

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?

A book that has profoundly impacted my journey as a leader is Patrick Lencioni’s The Five Dysfunctions of a Team. This book provided me with invaluable insights into the challenges teams face and how to overcome them to foster trust, accountability, and results-driven collaboration.

One of the most striking lessons I took from the book is the foundational importance of trust—not just surface-level trust but vulnerability-based trust, where team members feel safe admitting mistakes, asking for help, and sharing honest feedback. Without this foundation, the other dysfunctions—fear of conflict, lack of commitment, avoidance of accountability, and inattention to results—can quickly derail a team.

The book’s practical framework helped me reflect on my own leadership style and identify areas where I could improve team dynamics. For example, I realized how crucial it is to encourage healthy conflict. Too often, teams avoid difficult conversations in the name of harmony, but Lencioni shows that constructive conflict leads to better decisions and stronger commitment. This insight has shaped how I facilitate discussions and ensure all voices are heard.

The impact of The Five Dysfunctions of a Team goes beyond theory—it’s a guide I’ve applied directly in my work. Whether aligning cross-functional teams or coaching leaders through challenges, the principles in this book have helped me build stronger, more cohesive teams that are aligned with their goals and focused on achieving collective success. It’s a reminder that great leadership isn’t just about strategy; it’s about cultivating the right team environment to execute that strategy effectively.

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

If I could give one piece of advice to a young person aspiring to be a leader, it would be this: master the art of clear communication and build trust through genuine connection. Leadership is not just about making decisions or driving results; it’s about inspiring others to achieve a shared vision and aligning diverse teams toward common goals.

Clear communication is the foundation of effective leadership—it ensures that expectations are understood, priorities are aligned, and teams are empowered to execute with confidence. But communication alone isn’t enough; it must be paired with trust. Trust is built when leaders show vulnerability, listen actively, and invest in the growth and well-being of their teams.

Throughout my own journey, from leading global product launches at Amazon to coaching leaders through Crestcom’s programs, I’ve learned that successful leadership is rooted in relationships. People will follow a leader who communicates with clarity and authenticity, who values their contributions, and who creates an environment where they feel safe to take risks and grow.

So my advice is simple: focus on developing these two core skills—communication and trust-building—and you’ll have the foundation to lead effectively in any situation.

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

One meaningful story from my time as a leader comes from my experience at Amazon, where I was part of a team that pioneered one of the first vendor-facing products offered for sale. At the time, there wasn’t much discipline around product launches for vendor-facing tools, largely because they had traditionally been free. However, this particular product required a significant investment from our vendor partners, and I knew from my background in enterprise software that we couldn’t afford to launch it without the utmost care.

The prevailing mindset on the team was “ship it and fix it later,” but I saw this as a major risk. When I identified cosmetic errors that made the product appear unpolished and unprofessional, I made the difficult decision to hold up two launch dates. This wasn’t an easy call—there was considerable pushback from both my team and executive management, who were eager to move forward. However, I stood my ground, emphasizing that if we were asking vendors to invest in this product, we needed to demonstrate the same level of professionalism and quality they would expect from a paid offering.

Ultimately, my persistence paid off. Once we addressed the issues and launched the product globally with the fit, finish, and functionality it deserved, the reception was overwhelmingly positive. The team celebrated the success together, and I was told by colleagues and leadership that I had earned significant respect for holding firm to quality standards.

Even more rewarding was the lasting impact this decision had on future product launches. By setting a higher standard for vendor-facing products—one that prioritized professionalism and readiness—we established expectations that shaped how similar launches were handled moving forward. This experience reinforced for me that leadership often means making tough decisions in service of long-term success, even when it’s uncomfortable in the moment.