1. What have you found most challenging as a leader of a small or medium enterprise?

The long-term nature of identifying, developing, and preparing leaders.

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

Corporate layoff in January 1991. Had two small children who expected to eat on a regular basis. Since supply/demand for employees at the time, was not in my favor, I started a business. Got up and went to work six days a week for a long time. Seems to have worked out.

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

Up at 5am. Read, exercise, to the office by 8am. Leave the office before 6pm. Typically half-day on Saturdays. Always available for children's events, and/or to serve as adult chaperone.

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

The long game.

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?

There are many. I'll reference a few, though I tend to read based on author. Maxwell's 21 Laws, as well as his more recent Leader's Greatest Return. Eldredge's Wild at Heart, from 20 years ago, was foundational to understanding myself, which helped. Have ordered the business version of Rare Leadership, and looking forward to reading it.

6. How do you build leadership capacity in an SME?

Time. Build relationships with your key people. Help them think about what they would like their future to look like. Assist them in laying out a game plan to help them achieve that life. Essentially, serve your key leaders just as you serve clients.

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

One of the things I've been teaching/discussing with one of my developing leaders is to a) come to all meetings prepared, and with an agenda of items which need to be covered and b) when you ask for my time to discuss something specific, come with specific questions written down, rather than just to talk to get your words in for the day.

My emphasis on those two items, over the last couple of years hasn't gotten much attention. Verbal acknowledgment but no action.

As part of her 2021 development plan, she began participating on a "Key Player" team of a CEO peer group. All members are key players in a company where the CEO is a member of a similar group.

Yesterday, she told me that we need to have an agenda for every meeting. She also told me that she needed to write her questions down when she came to see me. I was chuckling inside. So far, her participation in this peer group has been a good investment.