SUMMARY
There aren’t many individuals who can honestly say that they helped invent such everyday technology as USB, Wi-Fi, the Cloud, and multiple generations of Intel processors. However, Intel CEO Pat Gelsinger did just that during a decades-long career as an engineer. Moreover, Pat rose from being an engineer to senior leadership at Intel, and, after a painful detour, eventually into the role of. In this conversation with Global Leadership Summit Producer Lori Hermann, Pat shares some of his leadership learnings from the front line of technology, including the importance of mentors, of ongoing curiosity, and some lessons he learned from seasons of disappointment. If you’ve ever wondered what it takes to lead one of the premier technology companies in the world, we invite you to tune in!
KEY MOMENTS IN THIS EPISODE
07:01 CHOOSING TO DEVELOP AS A LEADER. Being a great engineer (or whatever) does not automatically make you a good leader, but you can improve your leadership skills to some extent. Moreover, even though everyone has influence, not everyone “deserves” to be in a leadership role.
11:00 THE IMPACT OF A PERSONAL MISSION STATEMENT. For Pat, crafting his mission statement, along with a set of personal and professional goals, helped give his shape and direction to his life as he moved into his 30s and 40s.
14:00 ASPIRING TO THE CHARACTERISTICS OF YOUR MENTORS. It is helpful to be able to look at your leaders and mentors and identify characteristics that they possess which you would also aspire to.
14:25 IDENTIFYING YOUR PERSONAL “LEADERSHIP FORMULA.” We are all uniquely made, and our leadership strengths and personalities should reflect this uniqueness; be yourself.
15:42 THE RESPONSIBILITY OF LEADERS AS MENTORS. Not only should leaders continue to learn from mentors, they should also assume the responsibility of seeking younger leaders out for development and teaching.
19:08 THE UNEXPECTED BENEFITS OF DISAPPOINTMENT. When Pat was forced out of Intel, losing his dream (at the time) to become CEO, he realized that there was an opportunity to mature and grow (which actually better prepared him for when he was asked to return).
25:30 EMBRACING A NEW CULTURE CAN LEAD TO RAPID GROWTH. When you leave one company for another, the uncertainty that can accompany a new environment can lead to rapid growth as you embrace discomfort, new ideas and possibilities.
42:17 Host reflection and takeaways.
RELEVANT RESOURCES / LINKS
Global Leadership Summit
Pat Gelsinger’s Intel Bio
The Juggling Act: Bringing Balance to Your Faith, Family, and Work (on Amazon.com)
Global Leadership Network
QUESTIONS FOR REFLECTION
Go further with this episode by discussing the following questions with your team, or engaging in some personal reflection:
Pat talks about the importance of mentoring in his career, both as someone who mentors others, as well as someone who was mentored himself.
Who are your mentors? List their names here.
What are some of the most valuable lessons you learned from them?
When was the last time you intentionally connected with them? If you haven’t sat down together recently, when can you reach out to set an appointment?
Who are some younger leaders in your sphere of influence that you could offer to mentor?
Moving Forward: What could you do differently as a result of this podcast?
Lori Hermann
Executive Producer | Global Leadership NetworkPat Gelsinger
CEO | VMwareEp 128: Leadership Wisdom from a 40-Year Career in Tech with Intel CEO Pat Gelsinger
TOPICS IN THIS PODCAST
Leading OthersLeading YourselfThere aren’t many individuals who can honestly say that they helped invent such everyday technology as USB, Wi-Fi, the Cloud, and multiple generations of Intel processors. However, Intel CEO Pat Gelsinger did just that during a decades-long career as an engineer. Moreover, Pat rose from being an engineer to senior leadership at Intel, and, after a painful detour, eventually into the role of. In this conversation with Global Leadership Summit Producer Lori Hermann, Pat shares some of his leadership learnings from the front line of technology, including the importance of mentors, of ongoing curiosity, and some lessons he learned from seasons of disappointment. If you’ve ever wondered what it takes to lead one of the premier technology companies in the world, we invite you to tune in!
On This Podcast
Lori Hermann
Global Leadership Network
Lori is the Executive Producer at the Global Leadership Network. The GLN is a community committed to learning from each other and using their influence to inspire and equip world-class leadership that ignites transformation. Lori leads a team of content curators and developers, producers and artists as they design and execute the Global Leadership Summit and year-round leadership development events, tools and resources. The GLS reaches more than 400,000 individuals around the globe each year with world-class leadership development. Lori has a passion to create opportunities that help others develop into the best version of themselves and has done that from the beginning of her career in health education at an HMO, the Arthritis Foundation and American Heart Association. She then brought her strategic gifts and event experience to Willow Creek Community Church where she led creative teams to produce weekend services, special events, conferences and church resources. In 2000 she transitioned to the Willow Creek Association (now known as the Global Leadership Network) to lead the Arts Ministry Business Segment and in 2013 became the Executive Producer of the Global Leadership Summit, as well as the year-round resources and events.
Pat Gelsinger
VMware
Pat Gelsinger has served as CEO of Vmware since September 2012, bringing with hi more than 30 years of technology and leadership experience. Before joining Vmware, Gelsinger led EMC's Information Infrastructure Products business as president and COO. Prior to EMC, Gelsginer spent 30 years at Intel, where he was the company's first CTO and was the architect of the orgional 80486 processor. Gelsinger earned an associate's degree from Lincoln Technical Insitute in 1979, a bachelor's degree from Santa Clara University in 1983 (magna cum laude) and a master's degree from Stanford University in 1985, all in electrial engineering. In 2008 he was named a Fellow of the IEEE and awarded an Honorary Doctorate of Letter in 2008 from William Jessup University. He holds six patents in the areas of VLSI design, computer architecture and communications and is a well-known speaker on technology trends.
Show Notes
SUMMARY
There aren’t many individuals who can honestly say that they helped invent such everyday technology as USB, Wi-Fi, the Cloud, and multiple generations of Intel processors. However, Intel CEO Pat Gelsinger did just that during a decades-long career as an engineer. Moreover, Pat rose from being an engineer to senior leadership at Intel, and, after a painful detour, eventually into the role of. In this conversation with Global Leadership Summit Producer Lori Hermann, Pat shares some of his leadership learnings from the front line of technology, including the importance of mentors, of ongoing curiosity, and some lessons he learned from seasons of disappointment. If you’ve ever wondered what it takes to lead one of the premier technology companies in the world, we invite you to tune in!
KEY MOMENTS IN THIS EPISODE
07:01 CHOOSING TO DEVELOP AS A LEADER. Being a great engineer (or whatever) does not automatically make you a good leader, but you can improve your leadership skills to some extent. Moreover, even though everyone has influence, not everyone “deserves” to be in a leadership role.
11:00 THE IMPACT OF A PERSONAL MISSION STATEMENT. For Pat, crafting his mission statement, along with a set of personal and professional goals, helped give his shape and direction to his life as he moved into his 30s and 40s.
14:00 ASPIRING TO THE CHARACTERISTICS OF YOUR MENTORS. It is helpful to be able to look at your leaders and mentors and identify characteristics that they possess which you would also aspire to.
14:25 IDENTIFYING YOUR PERSONAL “LEADERSHIP FORMULA.” We are all uniquely made, and our leadership strengths and personalities should reflect this uniqueness; be yourself.
15:42 THE RESPONSIBILITY OF LEADERS AS MENTORS. Not only should leaders continue to learn from mentors, they should also assume the responsibility of seeking younger leaders out for development and teaching.
19:08 THE UNEXPECTED BENEFITS OF DISAPPOINTMENT. When Pat was forced out of Intel, losing his dream (at the time) to become CEO, he realized that there was an opportunity to mature and grow (which actually better prepared him for when he was asked to return).
25:30 EMBRACING A NEW CULTURE CAN LEAD TO RAPID GROWTH. When you leave one company for another, the uncertainty that can accompany a new environment can lead to rapid growth as you embrace discomfort, new ideas and possibilities.
42:17 Host reflection and takeaways.
RELEVANT RESOURCES / LINKS
Global Leadership Summit
Pat Gelsinger’s Intel Bio
The Juggling Act: Bringing Balance to Your Faith, Family, and Work (on Amazon.com)
Global Leadership Network
QUESTIONS FOR REFLECTION
Go further with this episode by discussing the following questions with your team, or engaging in some personal reflection:
Pat talks about the importance of mentoring in his career, both as someone who mentors others, as well as someone who was mentored himself.
Who are your mentors? List their names here.
What are some of the most valuable lessons you learned from them?
When was the last time you intentionally connected with them? If you haven’t sat down together recently, when can you reach out to set an appointment?
Who are some younger leaders in your sphere of influence that you could offer to mentor?
Moving Forward: What could you do differently as a result of this podcast?
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