SYKES TAMPA BAY LEADERSHIP REVIEW SPRING 2021 - Simon T. Bailey

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SYKESCOLLEGE OF BUSINESSWHAT’S INSIDESPRING 2021TAMPA BAY LEADERSHIP REVIEWA PUBLICATION OF THE TECO ENERGY CENTER FOR LEADERSHIPUp Close and Personal:Interview WithMayor Jane CastorWith Bella L. Galperin, Ph.D., Dana Professor of Managementand Senior Associate Director, TECO Energy Center forLeadershipMayor Jane CastorPAGE 3 Leadership 2021:Developing Your Spark Developing Your Sparkas a LeaderPAGE 5 S ave the Date:Upcoming Events A New Playbook forCybersecurity LeadershipPAGE 7 L earn and Lead:Navigating Cybersecuity,Foundations for LeadersOn Oct 7, 2020, Honorable Jane Castor, Mayor ofthe City of Tampa, openly shared her experienceswhile she delivered a speech titled, “TransformingTampa’s Tomorrow By Lifting Up Local” as part ofthe TECO Energy Center for Leadership SpeakerSeries. Intrigued to learn more about the 59thmayor and the first female Chief of Police, I washonored to interview Mayor Castor.honor for me to run for the position of Mayorand to be elected. It is also quite an honor forme to be the 59th mayor of the city of Tampa,and I’m very excited to talk to each of you aboutleadership. Lastly, The University of Tampa reallygave me that opportunity, the education and theexperiences that I needed to be successful inservice to our cityBella Galperin: Can you please tell us moreabout your background?Bella Galperin: In your opinion, what is thekey to effective leadership?Jane Castor: I was born here in Tampa. I amone of five kids and grew up in North Tampa.I obtained a full athletic scholarship to TheUniversity of Tampa to play basketball andvolleyball. I majored in criminology and aspiredto go into the federal service. At the time, I hadsome friends that had attended The Universityof Tampa, and they went into the Tampa PoliceDepartment. At the time, they said, “you shouldcome here, you would really enjoy being apolice officer.” So, I decided to become a policeofficer and often tell everyone that I was blessedbecause for 31 years, there was never a day that Ididn’t want to go to work. I absolutely loved beinga police officer. I was named the first female Chiefof Police in 2009 and served in that capacity forsix years.Jane Castor: There’s not one key to effectiveleadership, rather there are many aspects thatmake you an effective leader. First and foremost,you need a clear and focused vision. If you wantto lead people, they need to know where they’regoing and what the expectations are. Second,communication is the key to success and often thecause of failure- not only in professional life butpersonal life as well. Third, integrity is criticallyimportant. Individuals can see through someonewho does not have integrity or a strong moralfoundation. Fourth, empathy is also a key in a goodstrong leader. Finally, I believe in being positive,and I truly believe that people want to be aroundsomeone who is a positive leader. So, there areso many different characteristics that make up asuccessful leader.While I didn’t have a lot of interest in politics,service was really in my heart. So, it was anBeing an effective leader isn’t something thatyou accomplish with a checkbox. Leadership isContinued on page 21

SYKESTAMPA BAY LEADERSHIP REVIEWA PUBLICATION OF THE TECO ENERGY CENTER FOR LEADERSHIPCOLLEGE OF BUSINESSContinued from page 1Up Close and Personal:Interview With MayorJane Castorsomething that you should work on every singleday. It is critically important that you are alwaysgrowing and learning as a leader.Your values should stay as steady as therocks in a stream, but you should be able toadapt to changing times, just as the waterflowing through the stream does. So, I thinkthat’s sort of a good simple way to think aboutleadership.Bella Galperin: So, what type of leader doesit take to transform Tampa for tomorrow?Jane Castor: It takes an inclusive leader. Youhave to listen to everyone. Because when you’retalking about our city and the growth that we’regoing to realize, you can’t be myopic about that.You can’t just look at one particular area ofdevelopment and economic opportunity.I have to look at the entire community and whatthe needs are of each and every one of ourresidents, and that’s why we have developed avery specific plan that incorporates four pillarsthat will lead to transforming Tampa’s tomorrow.Those particular pillars include Transportation,Workforce Development, Affordable Housing andSustainability and Resilience. I also feel that wehave a once in a lifetime opportunity here to growour city in a very positive way.We are creating entire neighborhoods such as,Water Street, West Tampa and Mid-Town. TheWestshore area is also being reimagined andeverything that’s going on in East Tampa, ourvibrant urban core.Bella Galperin: So where can you see Tampa20 years from now?large city is probably the best combination that you unpopular. I’ve been out on an island all by myselfcan have.and every time I think well, eventually everybody’sgoing to see the wisdom of my way, and they’reBella Galperin: You went to Chamberlaingoing to populate this island. And quite often, IHigh School and The University of Tampa.remain the only person on that island.Is there one person who had tremendousimpact on your leadership development?Jane Castor: There are so many. I would haveto say, my family above all others. I was raised inan environment where I was never told I couldn’tdo something. The expectation was only thatwhatever you choose, you had to give 100%towards it. That may have started me on myleadership path, because life skills are criticallyimportant. People learn them in different venues.For me, it was on the athletic field or court whereI learned those skills that really helped me on thisjourney. Communication skills, the ability to workwell with others, and so much more.I have so many teachers that had an impact andreally had that positive mark on my life. I had a lotof mentors at the police department, the majorityof which were male, but that was wonderful.I observed all leaders, looking at the good and thebad, so I learned as much from the individuals thatI didn’t think were effective leaders. You can learnfrom them as well so that you try to avoid thosebehaviors in the future.Bella Galperin: Was there an instance whena leader conflicted with your own values andhow did you handle this?Jane Castor: I’ll use being the police chief as anexample. I would tell everyone that I’ve mentored,especially those individuals that aspired to be thechief of police, that when you raise your right handand take that oath to become the chief of police,you better be prepared to lose that job the nextday, because there’s just so many factors that playinto the job that are beyond your control.I would tell people that I could be asleep at nightand at 1 am in the morning, be losing my job as achief of police because something that is occurringout on the street. That’s why integrity is soimportant. Simplifying your life by doing the rightthing for the right reason.Jane Castor: Twenty years from now, I wouldsee Tampa as a cosmopolitan city that has notlost that small-town feel. The one word that I hearmost often to describe our community is friendly. Idon’t ever want our city to lose that feeling. Having I have made decisions before that were woefullythose attributes along with the amenities of a2But you really have to make decisions in the bestinterest of who you’re representing and for me, asthe police chief and as the mayor, it’s our entirecommunity. So, I have to gather information,educate myself, get the facts and then makethat decision that’s in the best interest of thecommunity.Bella Galperin: My final question is, whatadvice can you give for aspiring leaders?Jane Castor: You just have to stick to yourvalues; it is incredibly important- even more thansuccess, position and money. Because at the endof your life, that’s what you’re going to have andthat’s what everybody is going to rememberabout you by.There’s a saying I always loved that, “people maynot remember what you did to them, but they’llalways remember how you made them feel”. Sojust stick to those values and don’t compromiseyourself when you know it’s not right.Bella Galperin: That is great advice. Thankyou so much for your leadership insight.LEADERSHIP 2021:DEVELOPING YOUR SPARKOn Feb. 10, the TECO Energy Center for Leadership at the Sykes College ofBusiness hosted its 2021 Leadership Summit sponsored by TECO PeoplesGas and TECO Tampa Electric. This year it was a free event via Zoom,so our audience expanded to close to 500 leaders throughout the TampaBay business community, UT students, faculty and nationally recognizedspeakers and panel members. Attendees can connect with local businessleaders, gain valuable leadership insight and advice and learn about hottopics in leadership.Top row from left to right: Associate Director/TECO Energy Center for Leadership DeirdreDixon and Mary Pat King. Bottom row from left to right Brian Butler and Simon Bailey.The Summit, titled Leadership 2021: Developing Your Spark as a Leader, featured Simon T. Bailey asthe keynote speaker. Simon Bailey is a breakthrough strategist, life coach and author of Be the Spark:Five Platinum Service Principles for Creating Customers for Life. The Summit also included a leadershippanel discussion with Mary Pat King, Chief Executive Officer of Girl Scouts of West Central Florida,and Brian Butler, retired Army Officer and President and CEO of Vistra Communications. The summitconcluded with hot topic break out discussions on Zoom led by our MBA students with businessleaders and other students in attendance.Developing Your Spark as a LeaderBy Simon T. Bailey, Author of Be the Spark and former Sales Director, Disney InstituteRecently, the University of Tampa Sykes College ofBusiness invited me to share my thoughts duringthe 2021 Leadership Summit on how leaderscould rise to the occasion and make a meaningfuldifference. I believe that every leader has anopportunity and obligation to ask themselves whatare my gifts, talents and purpose?You’re probably wonderingwhat qualifies me to writeabout developing your sparkas a leader?Allow me to share a little ofmy story. I will never forget theday I went to work for the WaltDisney World Resort. It was adream of mine. After two yearsof interviewing, I was finallyhired. Disney sent me to DisneyUniversity, the internal trainingarm of the company and for twodays, I begin to inhale the pixie dust immediately.I still remember to this day that we were taught“we create happiness”.This phrase was an emotional tattoo thatpermanently inked on the heart.After leaving Disney, I had an opportunity toteach Ritz-Carlton Learning Institute contentthrough Master ConnectionAssociates (MCA), and one ofmy first assignments sent meto Bangkok, Thailand. I receivedanother emotional tattoo when Ilearned the Ritz philosophy “Weare Ladies and Gentlemen servingLadies and Gentlemen”. Both ofthese brands taught me that loveis not what it says, it’s what itdoes on a consistent basis.Simon T. BaileyGone are the days where you3show up to a place of business and expect toretire from it. According to the U.S. Departmentof Labor, individuals born in the latter years ofthe baby boom (1957-1964) held an average of12.3 jobs from 18-52 years age, and nearly half ofthese jobs were held from 18-24 year of age. Thissimply means that as a person finishes college,they will have a myriad of jobs in the first six yearsbefore they lock in on one industry. It’s important,while they are searching like a treasure hunter ona beaching to find their spark and fit, they answerthe following questions: What problem have I been createdto solve? What would I do if no one paid meto do it? What would you do if you knew thatyou couldn’t fail?Continued on page 4

SYKESTAMPA BAY LEADERSHIP REVIEWA PUBLICATION OF THE TECO ENERGY CENTER FOR LEADERSHIPCOLLEGE OF BUSINESSContinued from page 3Developing Your Sparkas a Leaderthem:1.These grounding questions enable a leader to bedecisive about their life and business.Leadership is not a job. It’s a purposeful calling. Ajob is what you are paid to do. A calling is whatyou are Sparked to do. I quickly realized thatDisney never hired me to do a job. They invested inme by teaching me the power of creating a magic2.moment. My experience taught me to understandthat customer service is a department; however,customer love is a mindset. Seth Godin in hisbook The Practice says, “doing what you love isfor amateurs, however, loving what you do is forprofessionals”.Leaders are invited to ask themselves everyday, am I loving what I am doing?People who love what they do and care aboutthe team they work with create a culture whereeveryone matters. The benefactors of thiseffortlessness are your customers. Culture is notthe mission or vision on your website. Culture isunderstanding that how you do one thing is howyou do everything.Gallup research shows that 70% of decisionmaking is based off emotion- people who connectwith a brand emotionally are more likely to buymore and tell more people. If you want to have arazor-sharp edge, customer love is sharing withyour customers what you value the most, givethem a reason to be loyal, provide an option, beflexible when it’s appropriate and share how youare socially impacting the lives of others.Lindsay Lacy of Lindsay Elizabeth Photography inRichmond, Texas, prior to the pandemic, wouldinvite her customers to her home-based studio sothey can have a more personalized experience. “Iwant to give my clients a great experience, andI want them to look back on their images (yearsfrom now) and love them,” Lacy said. “I also try tobe a little more than the person who just shows upand takes pictures.”Five key principles that leaders can developto Spark themselves and everyone around3.4.5.See Them as Guests and Commit toConnecting – Provide a warm and graciousgreeting to everyone we come into contactwith, thus creating a Customer Loveenvironment. At Ritz Carlton, the momentyou pull up to the hotel the doorman will askyour name. By the time you arrive at the frontdesk, they are calling you by your name. Thissimple surprise sets the stage for the rest ofthe experience.Personalize the Experience byIndividualizing the Moments – WithCovid-19, pet owners are not allowed to visittheir pets who are at the University of FloridaSchool of Veterinary Small Animal Hospital.Because of this, the hospital has providedICU doctors with iPads to allow pet ownersto virtually visit their pets where their pet isgravely ill or on the road to recovery.Anticipate and Uncover Needs byListening and Observing – Netflix is agreat example for anticipating the needsof its subscribers. The algorithms areprogrammed to send you suggestionsbased on your viewing history. Paying yoursubscription fee is effortless because as aconsumer you sense that Netflix knows yourpreferences.Respond to Their Problem and Create aHappy Customer – If you hear it then youown it. Customer ownership is the mantraof the day. Every person, no matter whattheir role is in an organization or business, isresponsible for the customer. Please do notpass them around like a hot potato. If youcan’t solve the problem, then find the personwho can.Keep Them Loyal Through Acts ofKindness –My friend Mel Robbins hasbuilt a movement on the five-second rule.I remember that when I worked at Disney,they encouraged cast members to “Take 5” orspend five seconds to make a memory. Theycalled these magic moments. Here’s a magicmoment created by Chewy.com, an onlineservice that offers a variety of brands of pet4food and delivers them to your door. Theservice is personal from the start, allowingyou to choose exactly the right food for yourpet. However, customer love doesn’t stopthere. One customer unexpectedly lost herdog. In her grief, she forgot to cancel herChewy.com subscription, and her autoshipment arrived just days after the tragicevent. She contacted customer service to seeif there was any way she could return thefood. Chewy.com customer service exceededher expectations. Not only did she receive afull refund for the food, but the next day, avan pulled up to her house with a bouquetof flowers and a bereavement card, courtesyof Chewy.com. They expressed condolencesand asked the customer to please donate theunused food to a local shelter. The customerwrote back saying that Chewy.com wouldreceive all of her business in the future.SAVE THE DATETECO ENERGY CENTERFOR LEADERSHIPUPCOMING EVENTSI had a phenomenal time at the 2021 LeadershipSummit. I enjoyed listening in on the virtualbreakouts that were led by some of the brilliantminds at UT Sykes College of Business; and Ilearned so much from the feedback from JosefineAndersson, Megan Boemmel, Jacklyn Becker,Brittany Weston, Thomas Bell, Bri Minnich, AmyWaly and Carlos Rangel just to name a few.One of the questions that came up during thesummit was what you would say is the Spark inyour leader or your personal superpower? This canbe a difficult question to answer. Nevertheless, Ilove this quote by Jay Danzie, “your smile is yourlogo, your personality is your business card, howyou leave others feeling after having an experiencewith you becomes your trademark.” That’s mySpark. What about you?By Alper YaylaRecent reports indicate that oneactually have different objectives.thousand hackers were involvedThe goal of the IT department is toin the SolarWinds cyberattack,create value for the organization.one of the most sophisticatedCybersecurity, on the other hand,attacks to date that affectedis about securing the organization.hundreds of companies as wellAt times, the necessities ofas several government agencies.security may conflict with the ITOne thousand hackers workingdepartment’s goals, deadlines andtirelessly to exploit vulnerabilitiesincentives. Also, a more subtlein innovative ways is merelyissue with housing cybersecurityone of the threats we faceunder IT is that this structureAlper Yaylatoday. What can leaders do tofurther enforces the conceptionsecure their organizations and limit the impact ofthat cybersecurity is a technical challenge anda breach? As leaders, we need need to adjust ourcan be solved only with technical means that arethinking to what cybersecurity is and how we canimplemented by the IT department.achieve it.Once cybersecurity and IT functions are separatedCreating a security-conscience cultureLearn and Lead Series:Navigating Cybersecurity,Foundations for LeadersMay 5, 2021 - June 9, 2021For more information, visit:ut.edu/learnandleadLearn and Lead Series:Leading in a Post-COVIDWorld, Certificate inResilient LeadershipJuly 14, 2021 - August 18, 2021Be the Spark by Simon T. BaileyA New Playbook forCybersecurity LeadershipFor more information, visit:ut.edu/learnandleadEven though the increasing number of attacksturned the spotlight on our information technologyand cybersecurity teams, we should not leavethe job of securing our organizations solely inthe hands of a few employees. One of the mainmisconceptions in cybersecurity is that it is onlya technical challenge and, therefore, a challengefor the information technology (IT) function. Let uscorrect this thought in two ways.First, while there are technical aspects ofcybersecurity, it is ultimately more than atechnical challenge. It is also a human challenge.Visiting a website, clicking on a link, opening adoor for someone in need and other seeminglyinconspicuous actions that our employees engagein could lead to a major security breach. Can wereally prevent an attack by relying solely on thelatest technology and hope that it would defend allour human carelessness?The second issue with this misconception is theassumption that cybersecurity is a challengefor the IT department. While companies tend tohouse cybersecurity under IT, these two functionsand chief information security officers start toreport to one of the direct reports of the chiefexecutive officer, other than the chief informationofficer, an organization will start to signal stronggovernance. The involvement of the board ofdirectors in cybersecurity solidifies cybersecuritygovernance. The involvement, however, needs tobe more than an impromptu update after a securityincident. Directors need to be informed periodicallyand directly by the chief information securityofficers on the current status of the organizationand potential threats the organization is facing.It is also important not to “solve” the board’scybersecurity involvement by assigning a technicaldirector to the board. While having an expertwith a different background increases knowledgediversity, it is likely that cybersecurity will becomethe responsibility of this one technical directorwhile the rest of the board relies on the decisionsof this director – reducing the effectiveness ofgovernance.Cybersecurity is an organizational challenge andrequires the attention of every employee, every day- as part of their daily responsibilities. And thisContinued on page 65

SYKESCOLLEGE OF BUSINESSSYKESLEARN ANDLEAD SERIESMay 5–June 9Noon-1 p.m.NAVIGATING CYBERSECURITY:FOUNDATIONS FOR LEADERSCOLLEGE OF BUSINESSContinued from page 5A New Playbook forCybersecurity Leadershipchallenge can only be undertaken effectivelywith strong leadership that enables a top-downapproach, with the involvement of all businessfunctions and the support of the technologyteams. Everyone needs to work together towardswhat ought to be the ultimate goal – a securityconscience culture.Looking beyond compliance and adoptingdata-driven cybersecurityIt is time to leave the checkbox mentality behindin our quest to attain security. While compliancewith best practices, standards and regulations isnecessary, and even required for most companies,it is certainly not sufficient for security. Someof the biggest breaches in the past decade, likethe Target and Heartland Payment Systemsbreaches, showed that compliance does not meansecurity. In these highly publicized breaches, bothcompanies were Payment Card Industry DataSecurity Standard certified but still fell victim toone of the largest security breaches of their time.Checkbox mentality can hinder cybersecurityefforts in unexpected ways. One issue that arisesfrom this mentality is related to gap analysis – thedifference between what we have and what weneed for compliance. The final product of a gapanalysis is an explicit list of to-dos. These analysesare generally done by external auditors, andhigh-level executives are also often involved andaware of this to-do list. Consequently, the to-dolist becomes a glaring point that takes precedenceover operational security, which, in fact, is whatkeeps the organization secure. Resources arediverted to check the boxes in our to-do list, andwhen we are done with our checkboxes, securityonce again becomes a background operation.While the emphasis on compliance is valid, itis important to consider compliance to laws,regulations and standards only as a startingpoint in our cybersecurity endeavor. And moreimportantly, organizations need to move awayfrom the checkbox mentality and adopt an6effectiveness mentality. In that, instead of asking,“do I have this control?”, we have to ask, “howeffective is this control?” In fact, we should focuson the effectiveness of all our controls working asa whole in reducing the risks we face daily.already be doing to measure their effectiveness),merging them with external data from variousintelligence sources and running predictiveanalysis would make us more informed of thethreats that are out there today and emergingin the future. With abundant resources andMoreover, the compliance-driven checkboxdetermination, state-sponsored advancedmentality gives organizations a static viewpersistent threats find innovative methodsof cybersecurity. That is, once we achieveto conduct their attacks, including the use ofcompliance, we reach our goal, at least until theartificial intelligence (AI). These types of attacksnext compliance checkbox exercise. However,given the sophistication and the increasing number often lead to zero-day attacks, which can makeour signature-based controls ineffective. Whileof attacks, we need assurance not once or twicehackers increasingly rely on offensive AI for theira year but every day. The field is ever-changing,and putting all our efforts into checking boxes that attacks, organizations should respond at equalforce by building their defensive AI controls. Threathave been created many moons ago and broadlyintelligence would provide the necessary data andenough to be able to apply to a wide variety ofcapability to achieve this proactive and dynamicorganizations will only give us a false sense ofsecurity to withstand, not only the attacks wesecurity. In other words, we may be building theare aware of today, but also the ones we are notwalls of our castle taller and stronger with ouraware of yet.checkboxes while the enemy is working on newtactics. How ineffective will our tall and strongAs leaders, we have to remember that in today’swalls be if the enemy is building weapons fordata-rich and networked environments, our lackaerial warfare?of preparedness affects our business partnersand customers negatively as well. Therefore,In addition to focusing on the effectiveness ofmaking cybersecurity a priority and building aour controls, we also need to take a dynamic andresilient organization is not only a strategically,proactive stand. One strategy to achieve this isoperationally, and legally necessary decision butby focusing on data-driven threat intelligence.Collecting data from our controls (which we should also a socially responsible one.(Wednesdays)What can leaders do to protect their businesses from cyber attacks?Remote via ZoomREGISTRATION FEEGeneral Registration: 249Early bird registrationdiscountsavailable for a limited time.Get to the heart of cybersecurity to protect your business. Thisexclusive Learn and Lead Series is designed to help leaders recognizecybersecurity risks and effectively manage them.As part of this program, each participantwill receive a certificate after successfullycompleting all six sessions.Program Sessions:Register today atut.edu/learnandlead. May 5Current Issues in the World of CybersecurityRegistration required. May 19 Defense Mechanisms of Cybersecurity May 12 Common Vulnerabilities, Attacks and Threats May 26 Cyber Risk Management and Contingency PlanningUT’s cybersecurity programs provide students with valuable hands-on experienceusing industry-standard tools and software. June 2Leadership Issues in Cybersecurity June 9Developing and Implementing a Cybersecurity Programin Your OrganizationFor questions about this program, please contact:Dominique Walker l dwalker@ut.edu l (813) 257-37827

SYKESCOLLEGE OF BUSINESSTAMPA BAY LEADERSHIP REVIEWA PUBLICATION OF THE TECO ENERGY CENTER FOR LEADERSHIPTECO ENERGY CENTER FOR LEADERSHIPFor program details, contact the TECO Energy Center for Leadership(813) 257-3782 l cfl@ut.edu l ut.edu/cflTECO Energy Center for Leadership Advisory BoardJeff CatheySenior VP and Senior Military Affairs Expert-Military SegmentBank of AmericaJohn Townsend, Ph.D.Vice PresidentAscensusGena Cox, Ph.D.Industrial Psychologist and Lead ResearcherPerceptyx, Inc.Ed ValaitisManaging PartnerEdison AvenueEmily FlettyPartner, Think Forward ConsultingRod BuchenCEO and Senior Executive CoachThe Buchen GroupTracy McPhail Reed, Ph.D.Human Resources Business PartnerTampa Electric CompanyDonna Huska, Ph.D.Director, Talent Management and DiversityPublix, Corporate OfficeErik RonneVice President and Senior ManagerT. Rowe PricePete BrodingHead of Managed Services and SolutionsModisJennis ThomasDirector, Talent Development and Organizational EffectivenessVector SolutionsJonathan Canger, Ph.D.Managing PartnerSkyway Associates, LLCTECO Energy Center for Leadership Faculty and StaffF. Frank Ghannadian, Ph.D.Dean, Sykes College of BusinessDirectorStephanie Thomason, Ph.D.Professor of ManagementAssociate DirectorBella Galperin, Ph.D.Professor of ManagementSenior Associate DirectorDominique WalkerCoordinatorSykes College of Business OperationsDeirdre Dixon, Ph.D.Assistant Professor of ManagementAssociate Director8

SYKES COLLEGE OF BUSINESS TAMPA BAY LEADERSHIP REVIEW A PUBLICATION OF THE TECO ENERGY CENTER FOR LEADERSHIP SPRING 2021 WHAT'S INSIDE Up Close and Personal: Interview With Mayor Jane Castor With Bella L. Galperin, Ph.D., Dana Professor of Management and Senior Associate Director, TECO Energy Center for Leadership Mayor Jane Castor PAGE 3