Transformed Individuals

I am a Servant Leader wholly devoted to healthcare architecture. Clients partner with me because I am a beacon of architectural inspiration within healthcare. My journey began not in boardrooms or design studios, but in hospital corridors, observing firsthand the profound impact that well-designed spaces can have on patient care.

I have taken several leadership assessments and been to many excellent leadership training events and seminars. But, I never aggregated all of that into my new Leadership Narrative and Personal Brand Platform. Tom has helped me pull it all together and start to talk and write my proposals as a leader. 

I place the needs of others above my own. I passionately advocate for patients, families, and healthcare professionals alike, believing that every design decision should enhance the healing environment. My commitment is evident in the way I engage with stakeholders; I listen intently, ensuring that their voices shape every project.

One of my most transformative projects was the redesign of a community hospital's emergency department. Understanding the stress that patients and families face during crises, I rallied my team to rethink traditional layouts, incorporating calming colors, natural light, and intuitive navigation. The result was not just a functional space, but a warm, welcoming environment that eased anxiety during difficult times.

My unwavering devotion to my craft extends beyond architecture. I mentor young architects, instilling in them the importance of empathy and purpose in their work. I believe great design is not just about aesthetics but about serving humanity. Through my leadership of your project, colleagues and mentees alike will be inspired to view their roles as a calling, forging a future where healthcare spaces are synonymous with comfort and care.

In every project, I exemplify what it means to lead with purpose. My vision stretches far beyond blueprints; it is about creating spaces that nurture the spirit and promote healing, making me a true Servant Leader in the field of healthcare architecture. 

I wake each day first a healthcare Servant Leader and an architect second. 

As a Senior Project Manager at (name of company withheld), a large general building contractor, I often reflect on Patrick Lencioni's principles from "The Five Dysfunctions of a Team." These principles have profoundly shaped my approach to leadership and team dynamics. It has made me an especially effective at project management. But, until my work with Tom and newselfnarrative.org, I never integrated my leadership philosophy into my BD approach.

In my role, I’ve seen firsthand how the absence of trust can cripple projects, leading to miscommunication and missed deadlines. I strive to create an environment where my team feels safe to express their ideas and concerns. I hold regular team-building sessions, encouraging open dialogue and vulnerability. By sharing my own challenges and setbacks, I help dismantle barriers and foster a sense of camaraderie, allowing us to build a solid foundation of trust. Field leaders find this approach especially important.

When it comes to conflict, I recognize that healthy debate is essential for innovation. Instead of shying away from disagreements, I embrace them. I run toward problems, not away from them. I facilitate discussions where differing viewpoints are explored and valued, driving us toward more creative and effective solutions. I remind my team that it's not about being right but about finding the best path forward.

If you come to work for me in our operations group, you will see accountability is another critical component of my leadership philosophy. I set clear expectations and encourage my team members to hold one another accountable. This creates a culture of reliability where everyone knows they play a vital role in our project’s success. We celebrate achievements together while also learning from setbacks, using them as opportunities for growth.

In working with me, you will see that vision is nothing without commitment, and I ensure every team member feels aligned with our goals. I regularly paint the big picture, reminding us of how our work impacts the community and contributes to the broader vision. This inspires my team to invest their best efforts, as they understand the significance of their contributions.

Ultimately, my leadership journey based on Lencioni’s insights has transformed not just how I lead but how my team operates. We work collaboratively, effectively, and with a shared sense of purpose, leading to successful projects and strong relationships. In this field, where the stakes are high and the pressure can be intense, I am proud to cultivate an environment where every team member feels valued and empowered, driving us all toward success together. 

As the CFO of (company name withheld), a mechanical contracting firm, I, Stefan, am excited to embark on a new journey of leadership that embraces the principles of the Agile Methodology. With a team of 24 talented individuals in accounting, finance, and human resources, my goal is to foster an environment that values collaboration, adaptability, and continuous improvement. 

From the onset, I realized that traditional hierarchical structures often stifled creativity and responsiveness. By adopting an Agile framework, I aim to empower my team to take ownership of their work and make decisions that drive our mission forward. This approach has allowed us to break down silos and build cross-functional teams that facilitate open communication and shared goals.

One of the first steps in this transformation was to introduce regular stand-up meetings, where team members share updates on their projects, challenges, and ideas for improvement. This practice has not only increased transparency but also built a strong sense of camaraderie. We celebrate each other’s successes, and when obstacles arise, we collectively brainstorm solutions, fostering a culture of teamwork.

I emphasize the importance of flexibility within our processes. We’re constantly iterating on our workflows and refining our strategies based on real-time feedback. For instance, when we discovered inefficiencies in our financial reporting process, I encouraged the team to experiment with new tools and techniques. Their innovative ideas led to a streamlined approach, saving us valuable time and resources.

Moreover, I prioritize the professional development of my team members. I advocate for cross-training, allowing individuals to explore different roles within our department. This not only enhances their skill sets but also fosters a deeper understanding of how we collectively contribute to the organization’s success. I believe that an empowered team is a motivated team, and this philosophy resonates strongly within our culture.

As we move forward, our company commitment to Agile leadership remains steadfast. So, I am dedicated to creating an environment where everyone feels valued and engaged. By nurturing a space for collaboration and experimentation, I hope to not only achieve our business objectives but also create a thriving workplace where each individual can grow and contribute to our shared success. In this fast-paced industry, adaptability and teamwork are essential, and I am proud to lead a team that embodies those values every day. 

As a field superintendent at a (company name withheld) heavy construction company, I have found profound guidance in the principles of the 12 Steps of Alcoholics Anonymous. These steps have not only helped me in my personal recovery but have also shaped my leadership style and approach to managing my team on the job site. And, if you come to work for me (with me) you will see honesty is rigorous around here. 

The foundation of my leadership is the understanding that humility is essential. I acknowledge that I am not infallible and that my experiences, both good and bad, can serve as lessons for others. When I make a mistake, I own it and communicate openly with my team. Heck yeah. This transparency fosters an environment where everyone feels safe to admit their own shortcomings, ultimately strengthening our collective performance. Until I worked with Tom, I never thought any of this wisdom applied in my work life. But, it does. 

The second step, believing in a higher power, resonates deeply with me. While for some this might mean a spiritual belief, for me, it also translates to having faith in my team’s abilities and potential. I make it a point to encourage my crew to trust in their skills and encourage them to step up as leaders in their own right. Empowering them fosters a sense of ownership over our projects, leading to better outcomes.

As I guide my team through the complexities of heavy civil and industrial construction, I often rely on the principle of service. I see my role as supporting my team members and ensuring they have the tools and resources they need to excel. Whether it’s clearing roadblocks or advocating for additional training, my focus is on fostering their growth and success.

Another vital lesson from the 12 Steps is the importance of community and connection. I consistently emphasize the value of teamwork and collaboration. We hold regular crew meetings, where everyone is encouraged to share their thoughts, ideas, and concerns. This communal approach creates a strong bond among team members, ensuring that we are all working toward the same goal.

Finally, I believe in maintaining a strong commitment to continuous improvement. Just as the 12 Steps promote personal growth, I encourage my team to engage in learning and development. We discuss our projects critically, celebrating our successes while examining areas for improvement. This practice not only enhances our performance but also instills a sense of pride in our work.

Through leveraging the principles of the 12 Steps, I strive to create a culture of accountability, growth, and community within my team. Leading from this framework has transformed not only my approach to leadership but also the dynamics of our job site. We are more than just a group of workers; we are a cohesive unit focused on achieving our goals together while supporting one another along the way. Everyone I work with is either in recovery, or knows a loved one, or someone else, who is also in recovery. I just make it ok to talk about it all.