Courtesy of Corporate Competitor Podcast
In some organizations, when the boss calls you over, it can feel like you’ve done something wrong. But it’s quite the opposite when Christine Barone asks to bend your ear.
Barone, the CEO of the rapidly rising quick service beverage company Dutch Bros, knows that listening is an important part of leadership. Yet, for her, it’s not about hearing “filtered,” easy truths. Instead, she knows success comes when you meet hard challenges head on as a team.
“When we’re uncomfortable,” Barone explains on a recent episode of the Corporate Competitor Podcast, “we’re being told something that’s really important.”
For Barone, who has served in the C-Suite for organizations like Starbucks, business is a team sport. She learned that philosophy early on in life, serving as the co-captain of her Harvard University water polo team.
Even then it was clear: For a team to achieve its highest goals, it’s about building the strongest unit.
That’s what wins the day.
The CEO talked about this and more on the podcast, including:
• Accept discomfort. Throughout her career, Barone has emphasized the importance of taking on challenges that might even scare her; she calls it finding her “zone of discomfort.” Every conquered fear builds strength for the next necessary leap.
• Set big goals. For Barone, setting a lofty goal is crucial. It may seem impossible at first, but when you have faith in your team and trust in the process, big goals can be reached. She says the “magic of the team” can achieve more than you might think.
• Choose a learning lens. Life and work are about perspective. Barone knows that while nothing is perfect, she still chooses to view her days as “glass all the way full.” If you look at each day as a learning opportunity, then that’s what it will be.
Launching during a financial crisis, Peggy Olin built a business by recognizing what international buyers…
A group of supply chain managers, operations leaders and COOs from mid-sized manufacturers sat down…
Data centers, life sciences and advanced manufacturing are driving growth in East Coast states.
Industrial growth and environmental responsibility are complementary forces that create the foundation for sustainable progress.
High-performing teams do not avoid tension. They structure it. They challenge ideas, not character.
Are your managers actually learning to lead or just learning to look like leaders?