by IWDCanada » Sun Feb 04, 2007 7:45 pm
I had the opportunity to interview Mr. Swanson as a student about to graduate University. I hope all of you can take something from this, it was a good focus for me.
1) What advice would you give to a student starting out in a large organization looking to make a difference and be noticed?
A. Sometimes when people start out in large organizations, they are very anxious to get their teeth into a big assignment so that they can stand-out and really show what they can do. But sometimes the assignment that comes their way first may appear to be a relatively menial or trivial. I would encourage those starting out not to ignore these small assignments, but to see them as an opportunity to show that you are a team player and that you will throw yourself into whatever task you are given. You sometimes may not realize the assignment may be for your bosses’ boss. Once you have earned the confidence of your team and your leader, you are more likely to have a shot at the bigger assignments.
2) What daily activities do you feel have attributed to your success?
Being a life long learner (L3) is important to me. I have a desire to learn something new every day. I try and make this happen even if I have to go on the internet to find out something that I don’t know about my job or hobbies.
3) What are the top three books you would suggest reading?
A. The World Is Flat, Thomas Friedman
Love is the Killer App or the Likeability Factor Tim Sanders (fun read)
The Innovator’s Solution, Clayton Christensen
Radical Leap Steve Farber (fun read)
4) There are many managerial self-help books and publications that focus on enlightening aspiring managers with theoretical know-how and best practices. Personally, how do you ensure that the advice present in the book goes beyond general knowledge and becomes entrenched in day-to-day managerial leadership and implementation activities?
A. I believe that you remember 1/3 of what you read, ½ of what people tell you, but 100% of what you feel. To the extent that information is especially important, it is helpful to encourage people to “feel” its importance. For example, there are many good books on diversity and inclusiveness, but you can’t really walk around with a 1,000-page book on diversity to cover every situation; you need to “feel” its importance in your heart. If you do, that will help reinforce the lessons learned by reading and enable you to respond more effectively. I call this moving from “head” to “heart.”
5) Great and experienced CEOs tend to emerge from two dominant career paths. Some, gain wide-ranging exposure in a variety of industries and through a host of positions with different companies and finally settle as leaders of a specific organization. Others, develop and climb up the organizational ladder of one specific company, much like yourself and your extensive 34-year long employment with Raytheon. In your opinion, and attempting to avoid the inherent bias in the answer, which career path would be more beneficial for a leader?
A. I don’t believe one size that fits all. I think we each need to make sure that our approach is consistent with our personal goals and our personalities. For me, I feel that I have thrived at one company, and at Raytheon in particular. Even though I have been with the company 34 years now, I have held 14 different positions, so I feel I have had made refreshing experiences and opportunities to grow. I believe I have had the best of both worlds – the opportunity to really get to know and lead one company, while meeting many new people, making many friends, and having the opportunity to grow and learn on an ongoing basis. Remember Rule number six. Your boss in my mind determines how long you might stay in a company too.
6) As a leader, I am assuming that much excitement and satisfaction is derived from achieving results, initiating change and making a positive difference in the life of an organization and its accompanying stakeholders. What advice would you have for entry level students that strive for advancement and leadership but are confronted with menial jobs and tasks for which they hold no passion, at least in the early stages of their careers?
A. That’s interesting, I answered this question in a different context a little earlier. Let me just say again, I don’t think one should thumb one’s nose at menial assignments. It’s a tremendous opportunity to prove oneself and to show that one is willing to be a team player. And that can lead to more challenging jobs and assignments later. I can tell you that I received a lot of attention in my career doing things that others thought were trivial. I tried to do them in a different way. Sort of giving get the “Swanson” brand. I wanted to be know as someone that always took pride in what I did. I thrived on the feedback that it was well done. I want people to request me for their teams or assignments. You can have a passion for what ever you do. To this day I still try and do things differently than others.
7) I find that many people under a lot of stress unintentionally allow that stress to negatively affect other parts of their lives. They take it out on team members, family, and it even keeps them awake at night. Do you have any advice to help people contain their stress so that it does not affect other parts of their lives?
A. Well, Rule Number 24 of the “Unwritten Rules” is definitely a keeper in that regard: ”Don’t ever lose your sense of humor.” I can’t tell you how many times people will come into a briefing with me and they are tense and wound up and anxious to get started -- and I try to just personalize things a bit and find out about their families and how they’re doing, maybe share a joke or a story. I like people and I like my job and I want others to feel the same way. I try and work hard on my pressure switch. I try and remember the 24 hour rule. Don’t send that email, or make that comment and most of all control your emotions. If you go back 24 hours latter the tone and tenor is usually never the same. Try and develop a longer fuse. If you can use the 24 hour rule it will be better for all concerned.
8 ) Being a military technology provider allows you to meet many new companies with new technological ideas. How do you evaluate these companies and their products? What suggestions would you have to small companies looking to market their new products and services to larger corporations?
One is to use my own instincts and to assign special teams to look. It also allows me to evaluate other to see how they see things.
9) Networking and building contacts and relationships is an important aspect of business. Do you have any techniques, advice, or ways of building new relationships and getting the most out of networking opportunities?
A. For me, one of the keys is listening. When I meet people, I really like to get a feel for what they’re about and what they’re thinking; so I listen, actively listen, not just pretend to listen while I’m thinking of the next thing I want to say. I think people are interesting and I enjoy talking with them and getting to know them. I find this builds relationships very quickly and contributes to true networking. Passion is also extremely important to me. Do people love what they are doing. Remember if you give someone emotional capital they will connect with you. By that people want to feel good about being around you. Back to my rule “No one likes a grump except another grump. But people want to be around nice smart people. Tim Sanders has a saying. “Nice Smart People Succeed” (NSPS).
10) If you were to meet 3 people (dead or alive) who would you want to meet and why?
Einstein-Just to be able to talk to him and see how he thought about things
Lincoln-Discover how he thought about his cabinet and how he made it work
Bobby Jones-I love the history of golf, he was one of the greatest ever.
11) Also, could you elaborate on this one "Your perspective changes from where you sit … " future rule. Is there a great story that goes with this one?
The President of Taiwan (President Lee) told me a great story. He pointed to a hill by his office. He told me once a month he took his granddaughter to that hill. Before they started their monthly climb he would point out the view at the bottom of the hill. They then would walk to the top of the hill. He again would point out the view. He would explain that the view was different at the bottom and at the top. He then would explain as the President of the country you view might be different that those lower in the administration or the voting public. The same is true in running a major corporation. I never lose sight of that fact. You need to understand both views!
