You can say everyday Fas, 76, “C-Sup Visperer”-because she really knows what it takes to change some of the world’s most powerful companies.
Image Credit: Courtesy of Fassforward. Rose towards it.
In 2001, after his role as the Chief Change Officer in Zerox and his establishment of Center for Business Transformation in Gartner Group, FASS launched its own firm: Phosphorward consultation group,
FASS co-established the company with Gavin McMahon. McMahon did not have a background in the work of change, but he was “very smart” and looked like the right person for a job, especially at a time when a woman’s co-founder could get more credibility by partnering a man, fasting, Fas tells entrepreneur.
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FASS and McMahon continue to lead the company even today. Fass is a chair, and McMahon is a co-CEO with David Frost.
“We translate complex strategies into some simple and executables,” Fas says. “We help leaders tell stories about those strategies. We do a lot around storytelling, leadership development and shaped culture. It actually works, and we find that our customers stay with us for a long time.”
Today, Fassforward “How-to” is a firm that helps top companies like SpaceX, American Airlines, Chik-Fil-A, Verizon, Yahoo! And more positions for development and success.
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But when Fas and McMahon launched the firm, first out of Fas’s house, then Pelham, in a small office above the post office in New York, they had to be strategic for the land to the major customers – borrowed any money on the way.
Co-founders trusted three major principles to generate business, Fas says:
1. Choose and create a reputation: “We realized that we were not famous, but we needed our customers. We did not want any Dinki client.”
Esty Lauder was the first customer of the Fesforward, followed by the Interpublic Group and MasterCard.
2. Touch a customer every day: “You have to touch a customer every day. You are in business to do business, not to play office and prepare your business card.”
3. Never compromise on deliverable: “If a customer wants you to do something that you know that you can’t do what they are requesting, then be open and honest.”
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entrepreneur How the business leaders should think about some of the most pressure opportunities and challenges in the workplace today sat with FASS to learn more about this.
“AI should be considered a property.”
Shrink Lives through the development of technologies that are now given to many business leaders – such as Visel, email, text messaging and world wide web – and she says that this is a mistake to consider adopting technology “a risk.”
Of course, the AI is the latest to shake the workplace and the world, and Fas says that if the leaders do not embrace it, the technology will hug them.
“How do you use AI, it is important,” Fas explains. “This is a promotional intelligence, not replacement for your intelligence, and you have to ask intelligent signal and intelligent questions.”
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She says that many of the C-suits require AI strategy, but this is not the right way to see. His strategy should always be his business strategy: AI is just a tool that can help them pursue.
“AI should be considered a property such as your people are a property, a property of your product, an property of your footprint, your IP, whatever is in your company helps you reach your strategy,” says Fas. “And this is what AI does. It helps you to bring you on your strategy and to your customers.”
“We (women) need to shine enough to catch our grip.”
When the decision began in the Zerox on the management track in 1977, “These were all men selling machines.” She was about to learn from one of the top bookers of the company, but she was “not interested” in working with her. Another representative then asked her if she wanted to see her automatic input device – and everyone laughed. “I was very embarrassed,” the Fas misses.
FASS saw two options. She can run for HR, but who will care? Or it can be GLIB. She chose the latter: Fais said she could take interest, but heard that she stopped after a copy. All men used to laugh again – and the Booker who did not want to work with him immediately changed his mind.
“We (women) need to be sufficiently GLIB to catch ourselves,” fass. “We don’t have to work like men, but we do not even need to work like we are script and sensitive. I don’t think you should take a nonsense; you should be able to give it back in this way that you get respect.”
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What is more, FASS says that women should not have “one of the boys” to stand out in the professional area. Recently, a customer told FASS that he could not be related to the passion of his boss for golf and was worried that it could hindered their relationship, but Fas asked him not to worry.
“I said,” you really took him to a creative session, “recall the Fas. “He is fantastic. He likes to use his mind. This is where you make opportunities.” You should be in boys camp.
“Both women and men require masters that are around.”
Two of the more than 50 working adults 50-plus (64%) feel that old workers today face age discrimination in the workplace, and say more than one in 10 Report,
This means that young people are remembering institutional memory that old people bring, Fas.
“Both women and men need masters that are around, who have seen good, bad and ugly,” Fas. “People who live through 9/11, people who lived through odd and even gas lines, people who lived through murders, people who lived through recession fail.”
Related: This is what you need to know about age discrimination in the workplace.
FASS says that the ability of an employee should not be based on his age, but should be on their vitality, experience and desire and readiness to work.
“Emotional intelligence is now more important than ever.”
Needless to say, FASS has respected its leadership expertise in more than 50 years in business.
Leaders who want to make a real impact should remember that people are their number 1 property – and the more people they work with, the more their leadership will improve, the fas says.
“Emotional intelligence is more important than now,” Fas says. “We are really living in a hard world. We do not have a lot of leaders as mentors. It is really important. When you touch high you can pick up a high bar.”
The cultivation of a “high touch” workplace environment can be challenging in today’s digital world, where the technology connecting employees with its leaders can also make distance.
“You have to go to an appointment with a calendar and your boss,” says Fas. “I never grew up with him. I could go to the office or pick up the phone.”
To combat that divided, Fas says that a leader’s calendar must always leave a place for “office time”. FASS is separated for two hours when any person in his team is free to reach with anything they want to discuss.
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Additionally, since the hut of the epidemic, FASS has hosted the virtual team check-in meeting twice a week. Mondays are to share people what is on their plates; Fridays are to share people what is in their mind.
“This is a great practice, and my CMO has adopted it from MasterCard,” FAS. “A lot of people have. Everyone knows what everyone is doing, and it is very early, 30 to 40 minutes.”
In the end, as important it is that it is for the leaders emotionally intelligent, available for the available masters, they should ensure that they are never overs both in the role of someone else.
“(Your job as a leader) Do not work for those who are working for you,” Fas says. “It is allowing them to do jobs, teach, train, move away from the way. They make a mistake, help them find out why they made this mistake. So they do not do it again. You don’t go in and do for them.”
This article is part of our ongoing female Entrepreneur® series, exposing stories, challenges and victory to run business as a woman.
