CEO Interviews
Corporate Strategic Leadership’s CEOzine is intended to inspire all of us in the C-suite to challenge ourselves, our colleagues and associates to be the very best we can be. As John Maxwell said, “Leadership is being dissatisfied with the current reality and having the passion to make a difference.” We encourage you to forward this to others who you believe would benefit from reading it, as well as suggest CEOs whom you would like to see featured. Let us know what you think!
RICK FROST
LOUISIANA-PACIFIC CORPORATION
Interview with Rick Frost, Chief Operating Officer of Louisiana-Pacific Corporation.
- Leading a large construction company in a recessionary period must be tough. How are things going?
The company started in 1973 selling building construction materials (of which 25% go into homes); needless to say, we have been up and down. We anticipated a downturn, but not the depth of the economic crisis. Revenue has been down these last few years, but we are a large player in this global industry and we expect to recover. Our OSB (oriented strand board) is shipped all over the world—including Asia and South America (and we have the largest share of that market). We are also the key producer in the siding business and are #3 in the world for engineered wood products.
MARK EMKES
BRIDGESTONE AMERICAS
Interview with Mark Emkes, recently retired CEO of Bridgestone Americas.
- How did you get your start in this industry?
I started off changing tires in a store in Houston for 3 months, then got promoted to service manager, and three months later I was assistant store manager and eventually store manager. After 6 months at headquarters (to learn the business), I was sent to Dubai as an export sales rep. The next 21 years I spent outside the US, including stints running Mexico, then Brazil, Latin America, and in 2004, named Chairman and CEO of Bridgestone Americas, which is the largest subsidiary of Bridgestone Corporation in Tokyo.
PETER DESILVA
UMB BANK
Interview with Peter deSilva, President and Chief Operating Officer of UMB Bank.
- As President and COO of UMB Bank, how would you describe your approach to leadership?
When I joined the bank in January of 2004, it was clear that the culture of the 97 year old financial institution was well established, and it was a culture of enduring success. UMB had a history of integrity, customer focus, excellent service, supported by the best people, and high standards of performance. To go to the next level, we had to contemporize the culture, not change it.
MAXINE CLARK
BUILD-A-BEAR WORKSHOP®
Interview with Maxine Clark, founder and chief executive bear Build-A-Bear Workshop®.
- Describe your growth “ride” since your inception in 1997, and what factors you most actively managed to achieve it?
The concept for Build-A-Bear Workshop® was born from the desire to reinvent retailing for the 21st century. The idea was the result of years of retail experience and a desire to bring the fun back to shopping- the way I remembered it when I was a child. The ‘light bulb’ went off for me when I was shopping with my friend Katie, who at the time was 10-years-old. It was during the height of the Beanie Baby craze and Katie was frustrated at not being able to find the one she wanted. Katie suggested making them. She meant to start a craft project, but I heard something else.
JOE SCARLETT
SCARLETT LEADERSHIP INSTITUTE
Interview with Joe Scarlett, Founder of Belmont University’s Scarlett Leadership Institute and retired CEO of Tractor Supply Company, a retail chain based in Nashville, TN.
- What created your passion for leadership?
When you work in retail and are in charge of multiple locations running 15 hour days, you have to work smart. It just made sense to find leaders who are great people and get the job done. Strong leadership was a necessity, not an option.
- How do you define leadership?
Leadership involves empathy, respect (which includes empowering, not micromanaging), recognizing people as individuals and team members, and celebrating performance. Those behaviors incent more great people to continue to raise the high bar, and you have a repeating cycle with increasingly higher payout. There is absolutely no room for ego in leadership. Eventually it will isolate you.
WILLIAM TAYLOR
FAST COMPANY MAGAZINE
Interview with Bill Taylor, co-founder of Fast Company magazine and author of Mavericks at Work, Why the Most Original Minds in Business Win.
- What led you to the development of Fast Company magazine in 1994? What were you hoping the magazine would accomplish?
My partner, Alan Webber, and I felt that there was a point of view missing; not about where business was going, but where it could be going. We wanted to showcase business at its best, encouraging both entrepreneurs and executives to aim higher and think bigger. It was an opportunity for us to create a soapbox of sorts, get people to affiliate with the philosophy and start a movement to achieve a smarter approach to business. We chose to feature the top 5-10%—the best of the best—the businesses that were creating economic value by being true to their own unique set of truths. We hoped it would establish a bar for people to shoot for. The high road is the right road—we believe that value-driven businesses are successful businesses.