Mark Koulianos

As a board member of the National Council for Continuing Education & Training, I recently had the privilege to sit for an interview with The EvoLLLution, a publication devoted to advancing higher education. I offered a philosophical track that continuing education units can take to establish long-term training agreements. I would like to summarize the interview to offer a peek into the mindset of USF Corporate Training and Professional Education as we form corporate partnerships to upskill and reskill the modern workforce.

I recently received a letter from a former associate. In it, she expressed immense gratitude for my role in both her professional and personal development. She said that I helped her to identify her strengths, which allowed her to confidently advance in, what remains, a successful career. In conclusion, she added, I had been a gracious mentor and would always be considered a friend. Suffice to say, I was touched. To be acknowledged in such a way — to realize the positive impact you can have on someone — is incredibly rewarding.

When business magnate Richard Branson entered the airlines industry in the 1980s, he recognized guidance was necessary for such a major undertaking. He sought out Sir Freddie Laker, an innovative entrepreneur in his own right, who’d started Laker Airways in 1966.

“Any plans this weekend?” “That was some game last night!” The concept of “water-cooler talk” serves a beneficial purpose. Of course, I’m speaking of those friendly, non-job-related conversations that spring up at work. Some of my most-treasured memories have been impromptu talks with co-workers in the hallway—or in the break room as I waited for my food to come out of the microwave. These types of experiences go a long way toward employee engagement—an important benchmark for a leader to fulfill.

The belief that our days in the classroom come to a close following high school, trade school, or college is, undoubtedly, a thing of the past. Here’s what Peter Drucker, the managerial expert whose ideas helped shape modern business concepts, said: “We now accept the fact that learning is a lifelong process of keeping abreast of change.” And because change is certain, it’s necessary to instill a mindset of perpetual learning—seeing it as an open-ended process—to capably adapt as your career goes forward.

If you’re familiar with the plot of Homer’s epic The Odyssey, you know its protagonist, Odysseus, is a compelling character. Enduring storms, monsters, and other formidable obstacles, he manages to steer himself and his fleet back home to Ithaca after the Greek victory in the Trojan War. His successful return isn’t possible without a number of shrewd dealings and fortunate interventions. The perilous voyage takes 10 years to complete! Odysseus is nothing if not resilient.

In composing this year’s annual Thanksgiving blog, I’ve been reflecting upon the historic events of the past 11 months. Mutually, our country has gone through the wringer. Spring brought the ongoing pandemic along with many life-altering modifications. Then, summer saw social divisions resurface and escalate. And fall culminated in a contentious election season. Emotions have been running high. Despite its challenging nature, however, 2020 has reminded me of the blessings I’m thankful for.

My favorite actor is Academy Award winner Russell Crowe. He’s performed marvelously in a variety of roles in memorable movies such as Gladiator, A Beautiful Mind, and L.A. Confidential. Like many of the greats of the profession, Crowe brings a plausibility to his craft that makes you forget—for a few hours, anyway—he’s acting the part of his character. But “acting the part” isn’t only for those who tread the boards. Behaving in a way proper to a particular role or given situation is appropriate for anyone in a position of responsibility.

The best leaders constantly strive for peak performance and efficiency. But those ideals are usually held under the premise of “normal” circumstances. What happens when things go sideways? I’m reminded of this gem from Maj. Richard Winters: Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. In the last six months, this principle became particularly meaningful for USF Corporate Training and Professional Education. A new way to conduct business was in order.

The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. I used this precept from U.S. Army Major Richard Winters’ memoirs as a jumping-off point to write last month on the importance of leaders earning the respect of their people. In summary, I noted three particular behaviors leaders should either avoid or exhibit. First, leaders do not seek credit when their teams succeed. Second, leaders are accountable for their team’s function. Lastly, leaders should be able to deliver difficult news.

Respect. Aretha Franklin famously asked for it in song. Rodney Dangerfield went to hilarious lengths to claim he got none. Actually, respect is a big deal. If you’re a manager in any workplace, respect from your team signifies its trust in you. As one of my aforementioned role models, U.S Army Major Richard Winters, wrote in his memoirs, “The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character.” Here are some of my thoughts on earning your team’s respect through leadership.

As a country, we continue to navigate the effects of the pandemic and, in more-recent events, listen to voices calling for civil justice. Both are topics of immense, historic importance and deserving of our attention. I would also remind my audience that this month marked the 76^th anniversary of D-Day, when the Allies landed on the beaches of Normandy, France to undertake one of the most pivotal military campaigns of World War II. That massive operation required teamwork—thousands of personnel carrying out roles to help save the world.

Not long after our office began working exclusively from home 11 weeks ago, we initiated a weekly “coffee” video chat for the purpose of connecting socially with one another. The only hard-and-fast rule of the meeting is no one is allowed to talk shop. For example, we’ve described our first cars, named favorite vacation spots, and exchanged Netflix suggestions. It’s also been an opportunity to share our experiences, both positive and negative, of spending so much time cloistered in our homes.

Growing up in Tarpon Springs, Florida, I would hear stories about the sponge boat crews working the depths of the Gulf of Mexico. Out on the water—sometimes for weeks at a time—the best crews were able to navigate daunting challenges: equipment failures, illness, and stormy weather, to name but a few. Skilled leadership was necessary. “A good captain is not made from calm seas,” one veteran sponger liked to say. And with the “rough seas” we’re having as of late, that old sailing adage has been on my mind.

Last month I began an installment of the Essentials of Modern Leadership series by speaking about the importance of culture in the workplace. It was predicated upon how lasting success comes through leadership’s pursuit of excellence by adherence to guiding principles and the critical element of buy-in from the team. I’ll now elaborate further with three concluding strategies that, as I’ve found from experience, play key roles in creating a culture of excellence.     

My family and friends know me to be an avid student of military history. Over the years, I’ve read countless works on the world’s major battles—from periods of antiquity through the modern era. Mind you, my interest in the subject isn’t to romanticize war. Rather, it’s spurred by a desire to better understand the prevailing conditions leading to a conflict and the geopolitical ramifications of its aftermath. A collateral benefit of my reading is I’ve learned the stories of exceptional figures that emerged from that realm.    

Part 4 in a Series on Essentials of Modern Leadership

I’m not the world’s most avid card player, but I enjoy a few games every now and then. Because of the limitless variability, card games give my noggin a good workout, and I like that. Though luck plays a role, winning consistently requires an aptitude for assessing randomly distributed sets of cards and strategizing accordingly. Do it right, and even when the cards you receive aren’t ideal, a win is possible. It’s up to you, though, to determine the best possible actions when playing the cards you’re dealt.

Part 2 in a Series on Essentials of Modern Leadership

Shortly after his New York Giants defeated the heavily favored Buffalo Bills in Super Bowl XXV, NFL coaching legend Bill Parcells was asked, “How did you do that?” Indeed, not many people had given the Giants a chance. “I have to be a master motivator,” he responded. “I treat everyone fairly; I don’t treat them the same.” Parcells understood that a team is made up of individuals of differing personalities and talents and that a one-size-fits-all management style isn’t the way to build a championship team. The coach’s secret: Knowing your people is the heart of leadership.

Part 1 in a Series on Essentials of Modern Leadership

Benjamin Franklin, one of the more extraordinarily versatile and prolific figures of our great country, wrote this for the 1750 publication of his Poor Richard’s Almanack: “There are three Things extreamly hard: Steel, a Diamond, and to know one’s self.”