Two things struck me after studying the case “Deborah DiSanzo at Philips Medical Systems”. First, if I was in her shoes, would I have accepted the position being offered by the CEO, and leave behind my present organization where I have already found considerable success? Second, what leadership lessons can I glean from DiSanzo’s experience as General Manager of Patient Monitoring System (PMS)? How do I approach my role as a manager? As a leader? How do I lead an organization that has already found success on its own, and whose people are already well-entrenched?
DiSanzo was already an accomplished career woman when Philips’ Chief Executive Officer (CEO) Steve Rusckowski asked her to head the Patient Monitoring business of Philips Medical Systems. She has been at the helm of the company’s successful cardiac resuscitation business, and she is looked at as a leader in the arena. But it was no surprise that she accepted the new leadership position. She was an adaptive leader after all. Adaptive leaders do not back away from challenges. As a matter of fact, they thrive in adversity. They find fulfillment in being able to solve such complex challenges.
I may not be an adaptive leader, yet, but I would have surely done the same- take on the challenge of navigating through an unchartered territory. The technical and tactical leader in me says that before I put my boots on the ground, I should first do a detailed analysis, an “intelligence preparation of the battlefield”- identifying the essentials; isolating the expendables; determining the friendly and opposing forces (in this case the key leadership and staff); analyzing the terrain- the obstacles, the key terrain features (the company’s critical hubs/ offices), and drawing the best possible avenues of approach. And that was how DiSanzo did it- good preparation. In other words, she did her homework. Adaptive leaders thrive because they know that for them to thrive in a new, often hostile environment, they have to adapt quickly and smartly which can only be done by painstakingly understanding what lies behind the façade, what lurks behind the shadows, what connects the dots, and what makes things go round.
DiSanzo, despite all her accolades in the business world did not show any signs of arrogance typical of high profile leaders. Instead, she was not ashamed to fold her sleeves up, get her hands dirty, and step into the fight. She could have just easily given out instructions, listened to her staff’s feedback and waited for results. But no. She dove right into the pool, careful enough not to make such a big splash and soak everyone, but forceful enough to make her presence known, and her impact felt. When challenged to establish her credibility, D
DiSanzo did just that and more. She easily earned the trust and confidence of her new ‘family” with her unassuming, light-hearted personality.
DiSanzo’s leadership was nothing extraordinary. Only that, she perfected (or so it seems), the art of listening to people and giving voice to their values by opening lines of communication with them to allow the free flow of ideas. Her sensing skills, honed by years of experience in the industry, allowed her to easily gain the support of her co-workers. Like a seasoned battlefield commander, she trusted her senses (but with research), to lead her team to the most advantageous position where they can win the fight.
DiSanzo knew that as a leader, she did not have monopoly of knowledge and she had a lot to learn from others. Instead, she empowered those who possess it. She recognized everyone’s potential and helped them become better by constantly building the capacity of the organization. She co-opted them to abandon their old paradigm and embrace the need to change and transform the structure and culture of the organization. She was unafraid to take risks, experiment on something unheard of, and even entertain diverse and divergent views. She was the real deal.
DiSanzo was already an accomplished career woman when Philips’ Chief Executive Officer (CEO) Steve Rusckowski asked her to head the Patient Monitoring business of Philips Medical Systems. She has been at the helm of the company’s successful cardiac resuscitation business, and she is looked at as a leader in the arena. But it was no surprise that she accepted the new leadership position. She was an adaptive leader after all. Adaptive leaders do not back away from challenges. As a matter of fact, they thrive in adversity. They find fulfillment in being able to solve such complex challenges.
I may not be an adaptive leader, yet, but I would have surely done the same- take on the challenge of navigating through an unchartered territory. The technical and tactical leader in me says that before I put my boots on the ground, I should first do a detailed analysis, an “intelligence preparation of the battlefield”- identifying the essentials; isolating the expendables; determining the friendly and opposing forces (in this case the key leadership and staff); analyzing the terrain- the obstacles, the key terrain features (the company’s critical hubs/ offices), and drawing the best possible avenues of approach. And that was how DiSanzo did it- good preparation. In other words, she did her homework. Adaptive leaders thrive because they know that for them to thrive in a new, often hostile environment, they have to adapt quickly and smartly which can only be done by painstakingly understanding what lies behind the façade, what lurks behind the shadows, what connects the dots, and what makes things go round.
DiSanzo, despite all her accolades in the business world did not show any signs of arrogance typical of high profile leaders. Instead, she was not ashamed to fold her sleeves up, get her hands dirty, and step into the fight. She could have just easily given out instructions, listened to her staff’s feedback and waited for results. But no. She dove right into the pool, careful enough not to make such a big splash and soak everyone, but forceful enough to make her presence known, and her impact felt. When challenged to establish her credibility, D
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| Deborah DiSanzo (Courtesy: Business Insider) |
DiSanzo knew that as a leader, she did not have monopoly of knowledge and she had a lot to learn from others. Instead, she empowered those who possess it. She recognized everyone’s potential and helped them become better by constantly building the capacity of the organization. She co-opted them to abandon their old paradigm and embrace the need to change and transform the structure and culture of the organization. She was unafraid to take risks, experiment on something unheard of, and even entertain diverse and divergent views. She was the real deal.
