"You get really smart, really good people around the table. You can't be making decisions like that on your own, but you get as much input as you can, [and] you fall back on your values." - David MacLennan, Former CEO, Cargill
In November, Pioneer hosted a seminar for business professionals called “Empowering the Future: Next Generation Leadership.” This panel discussion featured valuable insights from some of the Twin Cities’ top business leaders, moderated by Whitney-Lehr Koening, Market President & Publisher at the Minneapolis/St. Paul Business Journal.
Modern Leadership Challenges
One of the first things the panelists discussed was the unique challenges that today’s leaders are facing. For example, in recent years, organizations have experienced unprecedented business disruptions—ranging from COVID shutdowns to cyberattacks, geopolitical issues, or other factors.
In these types of “crucible moments,” when there’s often no playbook or historical experience to draw from, leaders can find their way by following these best practices:
1. Let values guide the decision framework.
David MacLennan, former CEO of Cargill, described some of the tough decisions that he faced during the COVID pandemic. For example, the threat of closing a plant that fed 22 million people per day was scary. In such situations, he believes that staying rooted in the company’s core values can be enlightening. “Cargill has three declared values—put people first, do the right thing, and reach higher—and I used that as a filter.” He said that considering whether a particular action fit the company’s values always made the decision easier.
For Allison Gettings, CEO of Red Wing Shoe Company, empowering her employees became a central focus during one of her most intense seasons as a new leader. Just two months into her new role as CEO, she was dealing with a devastating cyberattack that shut down their phone systems, email, laptops, and more. Rather than trying to be the expert, Gettings shifted gears and focused on supporting her team. “My role became: How do I ask the right questions? How do I coach them through moments of conflict or moments of frustration? How do we make sure that they're getting the information that they need in order to do their jobs?”
Julie Maday, CEO of Independent Pet Partners, also spoke about the lasting impact of values on a brand. “Change is constant, but the values of the organization… if you keep steadfast to your reason for existing, you're not going to get put out of business by the company down the street. Because you're going to do what you do best, and you're not going to try to do what they do.”
2. Build the right teams.
Leaders who have strong, diverse, and transparent teams surrounding them are better positioned to thrive in turbulent times.
Building a culture of trust and transparency is foundational to building effective teams. Drawing from his most recent executive experience at Optum, Phil McKoy offered the following advice to emerging leaders: “You've got to be humble in what you know and don't know; I think you also have to be willing to admit that to your team.” He added, “Your team will sniff you out real fast if you're not being honest with them.”
Julie Maday, CEO of Independent Pet Partners, shared why she thinks authenticity in leadership makes smart business sense. “People want to work for real humans, but I don't think we talk enough about why that is so important… It makes you a better leader to get the wisdom of those around you, and it makes the organization better when people realize you don't actually have all the answers.”
Hearing from a diverse team of experts is another essential component of good leadership.
David MacLennan said he learned early on to “get really smart, really good people around the table.” He added, “You can't be making decisions like that on your own, but you get as much input as you can, [and] you fall back on your values."
When facing her own hard decisions, Allison Gettings said she makes it a priority to gather the right voices in the room—especially those who see things from different angles and don’t just agree with her all the time. She explained, “It's the diversity of perspectives that will help me understand how this decision is going to affect all the stakeholders.”
Finally, the ability to balance quick decisions and thorough input is another indication of effective leadership teams.
Dave MacLennan, retired CEO of Cargill, reflected on this fact. "Every decision comes with some level of doubt and uncertainty, and it should.” Yet, he continued, “You've got to have confidence in your decision; you've got to be prepared to unwind that decision when you realize you've made a mistake.”
Allison Gettings agreed. "People want to know that things are happening; [they] want to know that we're willing to make the tough decisions to move the business forward."
3. Key Decision-Making Principles
Each of the panelists shared some of the key decision-making principles gained from their leadership journeys. These principles are summarized below:
- Accept that most decisions will never be made with 100% certainty.
- Be prepared to pivot.
- Maintain authentic communication.
- Trust your instincts while staying grounded in your company’s values.
By developing a strong values framework, building resilient teams, and preparing for uncertainty, leaders can position their organizations to thrive in turbulent times.