You can say 76-year-old Foss, “C suit,”-because she knows exactly what the world’s most powerful companies need to change.
Image Credit: Courtesy Phosphorord. Roses
In 2001, after his role as the Chief Transformation Officer in Zerox and the establishment of the Center for Business Transformation in the Gartner Group, the FASS launched its firm: Phosphorword consulting group.
Fass laid the company jointly with Gavin McMemon. Fass said McMemon had no background in the change of work, but he was “very smart” and he looked like the right person for the job, especially at a time when a female partner could gain more reputation with a man. Businessman
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Fas and McMemon continue to lead the company today. Foss is a chair, and McMemon is associated with David Frost.
“We translate complex strategies into a simple and viable thing,” says Fas says. “We help leaders tell stories around these strategies. We do a lot about storytelling, leadership development and the formation of culture. It really works, and we know that our clients live with us for a long time. “
Today, phosphorord is the “Hao Two” firm that helps top companies like Space X, American Airlines, Chuck File-A, Verizon, Yahoo. And more positions for development and success give themselves more positions.
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But when FASS and McMemon first started a firm outside the FASS house, then in a small office above the post office in Pelham, New York, they had to be strategic to land with large customers – without lending any money on the way.
The FASS says the co -founders relied on three important principles to create a business.
1. Choose and create reputation: “We realized that we are not famous, but we need our clients. We didn’t want any Dinky client.”
East Louder was the first client of phosphorord, followed by an inter -public group and a mastercard.
2. Every day touches a client: “You have to touch a client every day. You are business in business, don’t play office and want to prepare your business card.”
3. Never compromise on supply: “If a client wants you to do something that you know that you can’t do the time frame you are applying, be open and honest.”
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Businessman In today’s workplace, business leaders sat down with FASS to find out more about how some of the most important opportunities and challenges should think.
“AI should be considered an asset.”
Fossil The development of technologies has been living that now many business leaders look at with appreciation – such as Voicemail, Email, Text Messaging and the World Wide Web – and she says it is a mistake to consider “a danger” considering technology.
Of course, AI is the latest to shake the place of work and the world, and Foss says that if the leaders do not accept it, the technology will embrace them.
“How you use AI is important,” Foss explained. “It is an increased intelligence, not an alternative to your intelligence, and you have to ask intelligent indicators and intelligent questions.”
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Many of the Seats executives insist that they need AI strategy, but this is not the right way to see it. Their strategy should always be their business strategy: AI is just a tool that can help them to help them.
“AI should be considered an asset as your people are an asset, your product is an asset, your footprint is an asset, your IP, what is in your company helps to meet your strategy,” “And this is what AI does. It helps you give your strategy and your customers a promise.”
“We need to have enough glitter to keep (women).”
When the FASS started in Zerox on the management track in 1977, “all these men were selling machines.” He should have learned from a company’s top goats, but he was “not interested” in working with him. Then another representative asked him if he would like to see his automatic input device – and everyone laughed. “I was very embarrassed,” Foss remembered.
Foss saw two options. She could run to the HR, but who would care? Or she can be a glitter. He chose the latter: Foss said he could be interested, but heard that he was closed after a copy. All the men laugh once again – and the booker who didn’t want to work with him immediately. His mind changed.
The FASS says, “We need to have enough glyabs to keep (women) with us.” We do not need to work like men, but we also do not have to work that we are skilled and sensitive. I don’t think you should take some nasty. You will have to be able to return the way you get respect. “
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Moreover, Fasis says women do not need to be “one of the boys” to stand in the professional field. A recent client told Fas that he could not be related to his boss’ golf spirit and feared it could hinder his relationship, but Fas did not talk about it.
“I said,” You just took it to a really creative session, “” Foss remembered. “He is very good. He likes to use his mind. This is where you create a chance.” You do not need to join the boys’ camps.
“Both women and men need patrons who are around.”
More than 50 (64 %), two out of three people at the age of 50 believe that older workers today face age discrimination at work, and only more than 10 say they have been approved for development or opportunity because of their age. Report.
Fas says that this means that young people are deprived of memories that older people bring.
Fas explained, “Both women and men need patrons who are around, who have seen good, good, bad and ugly.” “People who live in 9/11, those who lived in strange and even in gas lines, those who lived through murder, the people who live through recession, the big bank fails.”
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The FASS has emphasized that the ability of an employee should not be based on their age, but on their phenomenon, experience and consent and preparation for work.
“Emotional intelligence is more important than that.”
No need to say, Fas has honored its leadership skills in business for over 50 years.
Fas says that leaders who want to have real impact should be remembered that people are their number 1 asset – and that the more people work with them will be better in their leadership.
Fas added, “Emotional intelligence is more important now.” We are really living in a hard world. We do not have many leaders as teachers. This is really important. You can pick up a high bar when you have high contacts. “
In today’s digital world, it can be difficult to cultivate a “high contact” workplace environment, where employees can also create distances connecting their leaders.
“You have to have a time to meet with the calendar and your boss,” says Fass says. “I never grew up with it. I could walk in the office or pick up the phone.”
To counter this division, Fas says the leader’s calendar should always leave the place he calls “office hours”. FASS keeps two hours aside when anyone in his team is free to reach with anything he wants to discuss.
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In addition, since the pandemic diseases, the FASS has hosted the Virtual Team Czech meetings twice a week. On Monday, it is for people to share what they have on their plates. On Friday, people are to share what is in their minds.
“This is a very good process, and my CMO from a mastercard has adopted it,” says Fas says. “Many people have. Everyone knows what everyone is doing, and it’s very fast, 30 to 40 minutes.”
Finally, as important as it is important for leaders to be emotionally intelligent, available teachers, they should make sure they never add to someone else’s role.
“(As a leader is your job), do not do the work of those who are working for you,” says Fas says. “It is allowing them to work, educate, train, get out of the way. They make mistakes, help them know why they have made this mistake. So they do not do so again. You do not go in and do not work for them.”
This article is part of our ongoing women’s business series, highlighting stories, challenges and victories of running business as a woman.