www.ceotodaymagazine.com 15 debates because common respect for each individual transcends any conflict. Having shared values and principles means you won’t question motives. 3. Make decisions based on facts, not fears. Too many times, our fears override logic. Emotions can be powerful and should be considered. However, in today’s world, we are saturated with emotional stimuli. 4. Don’t do it alone. I’ve never felt like I am better than anyone else. I’ve always felt there are people I can surround myself with who are better than me, and I can learn from them. As a CEO, you’re not trying to control situations or people, you’re trying to work with people, together. It’s also important to find a mentor, someone who fits your personality. If their approach doesn’t resonate with you, it’s not a fit. I also enjoy and find value in spending time alone and being reflective. Knowledge is not the same thing as wisdom. Wisdom is applying knowledge gained. We all make mistakes, and we learn from them. This refines us into who we are. What are your favourite things about being the CEO of Modern Woodmen? I never had a dream or desire to ascend to become the CEO. It wasn’t on my radar. I feel blessed that I had the opportunity and have been able to work with great people. The experience has been a journey of learning. There’ve been hundreds of changes during my tenure as CEO, from the housing market crash and the Great Recession to regulatory changes, low-interest rates and a pandemic. If you’re not a change agent as a CEO, you’re not doing your job. You have to be willing to accept change and lead others through change, and you have to keep learning. I’ve learned a lot about people too. You learn about people’s diverse personalities and their strengths and weaknesses. You begin to look at it like conducting an orchestra - when do you need the drums? When should the violins come in? You learn when you need certain areas to ‘play louder’ and carry things. In the end, you’re trying to make beautiful music that people will appreciate. What do you hope your legacy to be? I think that’s something the people I’ve served with will have to decide. My thoughts about it really aren’t that important. It’s how they feel that matters. I inherited a wonderful culture at Modern Woodmen. There have been challenges, but I fit Modern Woodmen. Our purpose, our mission, our fraternalism - everything about this organisation attracted me. I didn’t have tomould it into something it wasn’t, but we’ve evolved. That doesn’t mean we weren’t focused on remaining extremely strong financially to protect the promises made to our members, whether it’s for their retirement planning or their life insurance coverage for those they leave behind. That will always be at our core. Overall, I’m a recovering optimist. I’ve always thought people have more potential than they realise, and I think this organisation has a lot to be excited about. “ Life insurance is about paying forward, toward the hopes and dreams of your loved ones. It’s not for you, but for the generations to come, and it can be transformational. “
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