Quick Take | Tips to Help Executives and Leaders Grow
The Quick Take podcast provides concise and actionable tips to help executives and leaders, like you, tackle the thorny and complex challenges that affect us daily. By leveraging their experience and relationship with other global leaders, our hosts provide suggestions that are based on their deep experience as leaders and coaches but also pressure tested in boardrooms everywhere because they asked their friends….(almost). Hosted by James Capps and Susie Tomenchok. Episodes release weekly on Thursdays.
Quick Take | Tips to Help Executives and Leaders Grow
Transformative Leadership with Dev Ashish
Unlock the secrets of transformative leadership with Dev Ashish, an innovative and progressive C-suite leader with extensive experience in Healthcare IT and Operations. Let's dive into the essence of a growth mindset as Dev underscores the importance of intellectual curiosity, continuous learning, and the expansive potential of AI in leadership. Our conversation isn't just theory; it's peppered with concrete strategies to broaden your skillsets and drive your business to new heights. Whether you're a seasoned executive or an emerging leader, this episode is your roadmap to steering through the dynamic world of leadership with confidence and foresight.
In this episode, we discuss the following:
1. The importance of being intellectually curious and having a growth mindset.
2. Adopting a mindset of "Yes, if we can solve these things" instead of immediately saying no.
3. Connecting with team members and aligning their work with the mission of the organization.
CONNECT WITH DEV:
https://www.linkedin.com/in/devashish1/
CONNECT WITH SUSIE:
https://www.linkedin.com/in/susietomenchok/
CONNECT WITH JAMES:
https://www.linkedin.com/in/capps/
Welcome to the Quick Take podcast, the show where you get targeted advice and coaching for executives by executives. I'm Suzy Tominchuk.
Speaker 2:And I'm James Capps. Give us 15 minutes and we'll give you three secrets to address the complex topic of issues that are challenging executives like you today.
Speaker 1:Hey, welcome to Quick Take. I'm your host, Suzy Tominchuk, along with James Capps. How are you, James?
Speaker 2:I am fantastic. How are you today, Suzy?
Speaker 1:We're not just better today together, but we have a special guest. So tell us about our guest.
Speaker 2:That's right. Oh, I'm so excited, dear friend of mine, david Shish. He is the CTO with Clear Choice Dental Implant Centers. Dave and I have been friends for a while and been spending a lot of time talking about some really cool topics around leadership and how we look at leading people, and so I'm so excited to have you here today, dave. And why don't you just tell us a little bit about yourself and kind of how you got to be the great guy you are today?
Speaker 3:No pressure and on a high note.
Speaker 2:There it's got to be, you know, with a big win.
Speaker 3:Thank you, james. That's very kind of you, very kind of you. I've been in the world of technology, healthcare, healthcare technology, healthcare operations now for about 22 years give or take, and I've been very lucky, I've been blessed. Actually, all four of my career stops have been in very high growth companies I sometimes joke my first company that I joined them. They were around 650 people when I joined in Wisconsin and over my 10 years there, in spite of me, they grew to 10,000 people.
Speaker 1:Wow.
Speaker 3:So I really got the opportunity to learn about building teams and being more process-oriented and leadership, because they really were hiring fresh graduates out of schools and all of that right. So I really had the opportunity to learn there and have since had beautiful opportunities to hone my skills in three other organizations and now, as you mentioned, I am the technology leader here at Clear Choice. You know we've got 100 centers spread across the country doing some pretty cool things in transforming patient lives and giving them hope, as they may have fallen outside the world of dentistry and all of those things. But thanks again for having me here.
Speaker 1:Susie and James, it's such an honor to be talking shop with you folks. To hear that it's an honor.
Speaker 2:I love that I know I slipped them five bucks behind the screen here, but you know, one of the things that we thought we'd talk about today was a little bit about your perspective on leadership, and not necessarily the challenges at your individual location, but how you think about leadership, and I think you said it so well as we were getting ready for this. But you know what are the things you would tell your kids, how would you help them see what it takes to be a leader? And you know we have the patented three bonus system here where we're going to provide three actionable nuggets for our listeners, for our quicksters, and I'd just love to hear what you'd like to offer in that space.
Speaker 3:Sure, yeah, leadership is such a big one, right, we can read all sorts of books, we can have all sorts of idols and all of those things. Right For me when I think about the three things, and it's hard to distill it down to three, but let's take a shot at it at least, right, I think the first one I'd say james is really being intellectually curious, right?
Speaker 3:I, I think, uh, intellectually curious, having the growth mindset, right? Uh, satya, satya nadella of microsoft, right, I think he's the first one who really came out and said hey, I don't want to be a know-it-all I, I want to be a learn-it-all. Right, and that, to me, is so key, right is, uh, how do we think about having the curiosity to understand business, not just technology, not just one thing, but really understanding how things are fitting in? Because one thing for me as a technology leader is, uh, it really is the business outcomes that fascinate me that I want to go chase, not just technology for technology's sake, right? So that's what I think in terms of intellectual curiosity and what I'd say again.
Speaker 3:There is, you know, in some ways I think corporate America has created this problem where a lot of our people think that, hey, I've been in this role for three years, four years Now I got to take that next step up, and now I've been in this role for another three years. Four years Now I got to take that next step up, and now I've been in this role for another three years, I got to take that next step up, and I don't agree with that concept of only vertical growth. I think growth can come in many different shapes and forms. I think horizontal growth, learning different areas Okay, now, I know this piece of my business or whatever. How can I I as a technology leader now go learn more about operations? How can I go learn more about the sales engine or something else? Right, so, even for leaders, even in the c-suite, I make the case that we should be thinking horizontal and learning more, because then actually that also makes us better leaders for our own function too, right.
Speaker 3:So I really think about growth and intellectual curiosity in that capacity right. So that to me is very important. I mean a different framework. I'd take even is the advent of AI now right? Like, hey, do I now create a different function? Somebody head?
Speaker 2:of AI.
Speaker 3:I don't necessarily think so. I'd rather have the existing folks that are there and have learning about that Exactly Learning, experimenting. I think that's key.
Speaker 2:Yeah, I can't help but think about my career and my. You know I was definitely jumping from industry to industry. You know I went from aerospace to cable to financial services and yeah, there was that curiosity about how technology could be applied in different ecosystems. And, yeah, I think that that's such good advice for leaders, for your children, for students, just for humans. I think that when you stop learning as a person, when you start wondering why things aren't exactly like you think they are, you know you are going to, you're going to struggle and I think whether it's learning how to do something new in Java, whether it's learning about AI, I think having a team who is ready to respond and grow and think about things in different ways is it's just a really great piece of advice.
Speaker 1:Yeah, and it's not. You also said too, it's not going up, it's not a ladder, it's a jungle gym. I don't know if you know that people even know what that is anymore, but that that we as leaders think there's a book to read or something. But it really is getting curious, and being courageous enough to be curious is what I love about that.
Speaker 2:Well, so often I give people advice. In fact I was coaching someone this morning. I'm saying, look, you have to realize there's, as a leader, your boss has a lot of things that need to get done, and if you can just curious, use curiosity and interest to fill the void, just I'll go do this. I don't, is it my job? I don't know who's doing it, I don't know. You know, let me explore that type of of a wide eyed enthusiasm. Yeah, it's how you grow in your career and I think that that's just a great way for people to stay motivated and to really solve the problems that companies have today. All right, dave, that's a great first one. What's our second one?
Speaker 3:The second one is a little bit of a personal story. This happened to me. I was in a board meeting and a question got asked of me like, hey, can we do this, do this? And I, uh, stupid, old me, right. So no, because this, this, this, this, right. And the board member kind of, uh, right there in the meeting cell, dave, I think I'm hearing you say, yes, if we can solve for this, this and this. Yes, she is, uh, she's spot on, uh, you know, uh, the board member was spot on. And I came back and I literally wrote it on my whiteboard yes, if. And then I crossed out no because right.
Speaker 3:And I think that lesson is whether it's leadership I think you talked about even tackling new things with wide-eyed enthusiasm right, I think it applies in all settings.
Speaker 3:It's not just about leadership. It really is about taking on new things sometimes, and or when an organization has a new project or there's a new priority, and all of those things that really being able to say, yes, we can go build this. Yes, we can go do this if we can reprioritize, or if we can remove this barrier, or if, if I had additional staffing, or if I had an extra million dollars, whatever, right, I don't know the answer, but I think sometimes we fall into the trap of, hey, we can't do this and we have litany of reasons, and they're good reasons. I'm not saying they're not good reasons, right, but I think it's the mindset shift sometimes that I love for, and sometimes I'm also I'm still guilty of it, right, like, look, I have it written on my whiteboard, but I'm still guilty of it. Being able to see the forest from the tree sometimes, right, but that's one lesson that has stuck with me is trying to differentiate between the yes versus the no, yeah, I love that so much.
Speaker 2:It's really the offensive response versus the. Well, let me say that differently not an offensive response, but you're responding with a on offense versus defense, right, and you're saying, hey, I want to solve this versus hey, we can solve that. And I think just that language shift, and if you can infect your people with that language shift, really changes the way people react to problems, the way people work together, and it creates a group that is interested in your first one, which is being curious. You know, yes, if we can solve these things, that I don't know anything about, and so they go really well together. But I do love that idea of just looking for ways to solve it versus ways that stop us from solving it.
Speaker 1:Yeah, it's like making the default yes, so that you do have sometimes we don't know and sometimes we don't want to go into solutioning necessarily right away but make that default yes, let's move forward. And that provides like a perception of you that you are somebody that is solution oriented, because you also don't want to get a reputation that you are the one that always brings up the barriers. People don't like to work with leaders like that.
Speaker 2:Yeah, and when you're in a conversation, I can assume that the now that board member that you interacted with very maturely and very had a great perspective of hearing what you were saying and then also helping you say it in a way that was more appropriate. But many people would take that no, in a way that would just end the conversation, which would reflect back on you very negatively and immediately be. You know that die is cast and I think that you know I coach a lot of people on that very thing. You know, my boss came to me with a thing. I don't know if I can do it. I don't care. The answer is yes.
Speaker 1:The answer is always yes, you know, I know somebody you brought.
Speaker 2:I was coaching somebody that you brought to me recently, susie, about a challenge that they were having at their place, and my answer was like no, you've got, it's always yes their place. And and my answer was like no, you've got, it's always yes. You can bring back the reasons why it's hard later, but if but if you say no, I'm not really sure, let me get back to you in two weeks. They're going to find somebody else, so you've got to have that mindset.
Speaker 3:And then the opportunities pass you by. I think you said it very well to Susie right, the reputation, right. You don't want as a leader in any organization. You don't want to have a reputation that, if I take this to John, john's just going to give me the reasons why it can't be done. Right, like you want to have the reputation that John's going to help me figure it out.
Speaker 2:Right, right, right, totally. All right, Dave, give me your third nugget. These are two good ones already. I feel like we could wrap right now, but let's get that third one.
Speaker 3:I've already earned the $5 that you slipped behind the screen.
Speaker 2:That's exactly right, you've earned it, excellent.
Speaker 3:Well, the third one I'd say, james, for me is really around the people. Right, look, as a leader, our success is so much dependent on our own teams. Right, we have to figure out a way how to connect with our people, how to connect our people with the mission of the organization, with the mission of, or the why of, the project. Right, I think both of them like to me working. I'm lucky enough to be working in a mission oriented organization and it's very easy for me when I'm, even when I'm feeling down, to see like, okay, why does the mission matter and how does this project, how does this help with the overall mission? How does this help me affect change in more, in more patients' lives and all of those things?
Speaker 3:Right, so, being mission oriented and being able to tie any incoming body of work to that mission, but, even more so, being able to understand my people ideally and being able to say how, how does this tie in with their own value system? Right, like my, my personal values, if you'll let me talk about that. Right, like I'm big on accountability and collaboration. Right, accountability to me is get shit done and collaboration is hey, if you want to walk fast, you walk alone. If you want to walk far, you walk together. Right and in large organizations often it does come about. You want to walk far while not necessarily sacrificing speed there is that fine-tuning balance of all of those?
Speaker 3:things right. But really, taking, some of my team members may have the core values of creativity and resourcefulness. Okay, how can I take this project that's coming in and how can I tie it into John's value system of creativity and resourcefulness and then get him motivated to go chase it right? You know the word motivation is also a funny one. I was taught a long time ago. Somebody said to me hey, how do I motivate my people? So motivation is internal, motivation is intrinsic. Right, like sure you can have external rewards and all of those things, but it really is an intrinsic. Only I can motivate myself and that, to me, does boil down to the values being able to tie into the why of things, of the company, of the project, and then helping people see why they want to do this. So really connecting with the people and connecting them overall to the mission is what I'd say is going to determine any leader's success.
Speaker 2:You know, I had the good fortune of meeting with you at your facility a while back and met a bunch of your staff.
Speaker 2:Met a bunch of your staff and had and met folks of varying functions whether it was some of the medical professionals, one of the administrative professionals and the consistency of the passion of the mission was ubiquitous.
Speaker 2:And it was very much like that classic line where Kennedy talked to somebody when they were launching the Apollo mission and he went to the janitor and said what are you doing here? And he goes well, I'm putting a man on the moon and and I felt like that's what I was experiencing at your place, where every person was I'm changing people's lives by scheduling appointments. I am changing people's lives by scanning their teeth. I'm changing people's lives by fitting them with new implants that allow them to do X, y and Z, and so it was always that real mission. And I think it's great when a leadership team and your leadership team can get everybody together, show them what they are doing and how that leads to the mission and that takes your organization to a completely different level. And I think you're certainly walking the walk over there at at Card Choice. So congrats for that. It's just really great to see.
Speaker 1:And that can be so hard to do. So that's great that you saw it, James. That says a lot it was almost it was.
Speaker 2:At first I thought it was, maybe there were chips implanted or some sort of cult was going on. And At first I thought it was, maybe there were chips implanted or some sort of cult was going on, and you know. But after a while it was. These were normal people, they weren't step for wives or anything. But it's just and it is. It's infectious too. I mean, it's such a, it is a, it's a life changing medical treatment and I think that that's that's just really great. And I think you know, when you are able to sit down with your folks, your employees, and have them appreciate that mission and message it does, it makes everything else you know that much more connected to what they do every day.
Speaker 1:Yeah.
Speaker 3:Absolutely, absolutely.
Speaker 1:So good, all right, james. Now the question is can you give us the three in your own words?
Speaker 2:Yes, in my own words. So these are just so good though I mean they're just, they're things that I'm I'm taking notes here just so I can remember them. But you know, obviously the first one, you know let's, you know, remain intellectually curious, always find the adventure in what you're doing and trying to uh, uh, learn, uh, whether it's vertically or horizontally, maintain that curiosity. Secondarily, it's the yes if. Always lead with the positivity of that. It can be done. Of course, there are challenges, but when you start with the yes if instead of the no but or the no, because you're going to get people's more buy-in, you're going to have a better reputation and it's going to change the way you and others think. Then, finally, connect with people where they are, help them understand the message, help them understand the mission, and when you, as a leader, can connect with folks, you're going to find that they're going to follow you and you can follow them and everybody is going to be moving in the same direction and I think that's just a great one.
Speaker 1:Wow.
Speaker 2:It's gold.
Speaker 3:I think James did a better job of encapsulating all three of them than I did, so thank you, james.
Speaker 2:No, no, no. Those were, I think, just your application of that and the way that you describe it is just. It's really great.
Speaker 1:Yeah, definitely quotable. Thank you for your wisdom. It's great to meet you, Dave.
Speaker 2:Likewise Susie likewise yeah. All right, well, thanks so much, Dave. It was really fun to have you here today. I appreciate your insights.
Speaker 3:Thank you. Thank you for having me today, and again I appreciate the honor and looking forward to continuing our conversations on related topics, James.
Speaker 2:Fantastic on related topics. James Fantastic, You're trapped on a desert island. You have plenty of food and water and me and we have to do a podcast to survive. What is our topic?
Speaker 3:One every day. Oh, what do we talk?
Speaker 2:about.
Speaker 1:That's so great, so the theme for the podcast on the desert island.
Speaker 2:Yes, would be that is so good. That was not ai generated, by the way.
Speaker 1:That was really good. Oh, I have to ask a question. Can I call a friend? I'm calling you. What was the volleyball's name on the TED? Wilson Wilson? What would Wilson do?
Speaker 2:That's what it would all be about that's our podcast W-W-W-D. What would Wilson do? I?
Speaker 1:thought that was good If only I could have thought of the name wilson.
Speaker 2:Only I could have thought about it that's good, we would be could you imagine how much we'd laugh? We would laugh because we would be so hysterical you know, out of our minds. Oh my god, it would be great. Hopefully there'd be liquor on that island. Hopefully I agree with you. That would be the first two episodes.
Speaker 1:That one will make liquor. Thanks for listening to this week's episode of Quick Take, where we talk about the questions that are on the mind of executives everywhere. Connect with us and share what's on your mind.
Speaker 2:You can find us on LinkedIn, youtube or whatever nerdy place on the internet. You find your podcasts. Our links to the show are in the show notes. We appreciate you.
