In a topical interview with Scott Friedlander, WashingtonExec focused on “transformational leadership.” Friedlander is the former CEO, President and COO of GTSI, an IT solutions and services company for the public and healthcare sectors headquartered in Herndon, Virginia. Before GTSI, Friedlander was the Vice President & General Manager of Public Sector Operations for North America Solutions Group at Xerox, a company he joined 14 days out of undergraduate business school. Besides describing how he defines, mirrors and promotes executive leadership, Friedlander also named local leaders who he admires. Friedlander additionally reflected on his time as CEO of GTSI, saying, “GTSI’s transformation in 2005 stands out in my mind as a particularly proud moment.”
WashingtonExec: How do you view transformational leadership in your own career and among your peers?
Scott Friedlander: Transformational leadership requires multiple dimensions and dynamics to achieve true success. We have witnessed technology transformation at an incredible speed and, as leaders, been forced to adjust and remain open to a variety of methodologies supporting continuous improvement. However, when leading a team, business unit, sector, division, or company, it is critical for the leadership or executive team to develop a well-defined strategy focused on measuring all elements of effective operational execution, and constantly embracing people, processes, and communication.
I believe it is critical to develop a strategic plan and communicate it to the company on a consistent basis; your employees need to know there is a bigger picture and understand their role in achieving that end. A transformational leader establishes a plan through a collaboration of internal and external efforts, and energizes its people (whether it’s a group of five or 5,000) to buy-in to the direction/road map and value proposition. In addition, a transformational leader establishes a human capital plan, defines a blueprint, builds morale, drives momentum, shares information on a regular basis, listens to employees and customers, and always exercises humility. These things will drive measurable success over time, though rarely as fast as one would like. Consistency, passion, and flexibility are paramount. Stay grounded in reality, have a clear vision for the future, and maintain an ethical courage to persevere into the future.
WashingtonExec: Is there someone you know or have read about whose transformational leadership you admire?
Scott Friedlander: I have been very fortunate in my life to meet and or have been mentored by many very talented leaders. Some local leaders from whom I’ve received coaching throughout my career include Mike Daniels (CEO of Network Solutions and President of SAIC), Ken Johnson (previous President of CACI), Dendy Young (who hired me into GTSI 10 years ago), and Jay Nussbaum (previous Executive Vice President of Oracle and President of Agilex who hired me at Xerox at 22 years of age, 14 days out of business school).
Other names, whom I admire but do not really know, include John Chambers (CEO of Cisco Systems; previously an executive at Wang – a company that has all but disappeared), Steve Jobs (CEO of Apple; removed as CEO, only to be brought back years later to transform Apple to the giant it is today), and Howard Schultz (who also started his career at Xerox and is currently the CEO of Starbucks).
I think a great leader must understand the strategic plan and maps the course accordingly; he has the prudence to slow down, appreciate his people, and treat them all with respect, but also has the sense of urgency to make prompt decisions with good, timely information. Level 5 leaders are loyal to the company and employees; they lead in good times and in bad; they have an ability to communicate to all levels of the company; they are humble; they are passionate about building something special of which everyone can be proud; they demand loyalty to the company and peers; they are ethical and have strong principals; they focus on continuous improvement; they build and grow human capital within the corporation; they constantly measure all elements of the business; and, lastly, they are willing to adjust and admit mistakes. These leaders do not come to “work”; they come for love of the sport.
WashingtonExec: As a CEO, President, COO, and Executive VP, have you seen the personality or accessibility of a leader affect the work product of partners and employees?
Scott Friedlander: In my leadership roles, I have always kept an open door policy. However, it’s not so much that I leave the door open for others to come to me; rather, I go to them. If you wait in your office, the chance of hearing from more than the courageous few is very small. Leaders work to make the company better in every possible way. Leaders should meet with customers and employees on a regular basis. I call it being an elevator operator: you need the ability to develop a strategy and vision at thirty thousand feet, effectively operationalize a company at ten thousand feet, and, finally, get comfortable on the ground, diving into the details, yet empowering your team to execute towards congruent goals. A leader must be able to develop a cohesive, documented, and executable strategic plan, as well as focus on process improvement and the tactical day to day requirements. Never let the role be so important that you forget your responsibilities and what got you to the job.
To reiterate, personality and accessibility do, in fact, affect your partners and employees. Leaders should meet with employees and customers on a regular basis; get comfortable with impromptu meetings; thank employees for what they do; walk the halls; ask questions; listen to the answers; listen; listen; and do more listening. Follow up on the feedback you receive, and keep everyone posted on the changes and improvements. Honesty and hard work is contagious when it’s coming from the top down.
WashingtonExec: What is something that you are most proud of thus far in your career?
Scott Friedlander: I have a lot of great memories from the past three decades – from personal accomplishments, to team awards, to leading great people and organizations. Overall, I’d say it has been a very rewarding career. However, I would say that my role in GTSI’s transformation in 2005 stands out in my mind as a particularly proud moment.
In 2005, GTSI went through a very difficult time – turnover was high and the company’s financials were not healthy. After developing and implementing a strategic and human capital plan, GTSI successfully achieved profitability within 24 months and was named Best Place to Work from the Washington Business Journal. That same year, we moved to new corporate office space, which was a major upgrade from the past 25 years. Those three accomplishments were, cumulatively, a proud moment for me.