4 empowering lessons about leadership and work culture from my first year at SAS
My first time at the SAS campus, the night before new employee orientation

4 empowering lessons about leadership and work culture from my first year at SAS

One year ago, I left a government agency and joined a software company. If you’d asked me a few years ago if I thought I would ever be in this position, I would have laughed. My work is very different than what I had envisioned when I became a licensed psychologist, but it’s also very congruent with my mission. I have found great joy in contributing to positive work cultures that develop and empower people in much the same way behavioral health can/should in clinical environments.

As I reflect on my first anniversary with SAS, here are some things about corporate life I have learned and experienced first-hand over the past year.

In short, a good corporate environment is incredibly empowering (surprise, surprise), which allows employees to find meaning in their work and thrive. Learning is central to this, so…

1. Companies need to encourage on-going learning… for real

Learning should be lifelong. Many of us (and many companies) talk about lifelong learning, but few really support it. Curiosity is SAS’ mantra, and I have seen it lived out every day from every level of staff. It’s exciting when we visit customers, and the focus is more on learning what else can be done to improve the communities rather than just selling more software.

Curiosity and learning keeps us engaged, growing, and relevant. We can innovate better, and we stay humble. As the old adage goes, the more you know, the more you realize you don’t know. Which brings us to…

2. Humility in executives can exist… and be powerful

Corporate executives are notorious for being arrogant and narcissistic. Industrial/organizational psychology research has consistently recognized reasons for (and even strengths in) this trend, while also noting that listening and humility can be even more powerful.

Humility can be subtle, but often the most impactful actions are “small.”

I have been struck and pleased by the level of humility in SAS’ corporate executives. When I’m at the Cary headquarters, I usually see top execs, including our Founder and CEO, Dr. Jim Goodnight, waiting in line in the cafeteria with his employees, eating at a table next to everyone else, and bussing his own tray. In contrast, I’ve seen enough other places where secretaries or other assistants regularly prepare and deliver meals. Sometimes schedules are busy, but what difference does it make when the Founder/CEO himself takes a visible lunch break in a common area on regular basis? What message does this send to our teams? What reminders does this small action send to even the most powerful folks?

Recently, I was asked by our Vice President about proper language to use in a talk she was giving. She wanted to be sure to use the most accurate language and not be unintentionally stigmatizing. Not only does this show an authentic heart for doing good, but it also demonstrates humility that none of us know it all. And asking questions and learning from others makes us all better.

Working together is the next theme…

3. Competition and collaboration are not opposites

The technology space is competitive. SAS has a lot of very well-educated and ambitious people who like competitions (you should see the number of official and unofficial leaderboards and games). Yet good work cannot truly be accomplished in isolation. You won’t find people trying to dominate each other at SAS. That undermines Lessons #1 and #2 above. It also undermines good employee engagement.

But that doesn’t mean competition doesn’t exist or that ambition and competition are necessarily negatives. Instead, we compete by finding better ways to solve significant problems in the world, both with analytics solutions. We compete by asking more questions and being curious to come up with new, innovative ways to use #data4good.

I have been so pleased and honored by the teamwork that occurs within SAS. I can ask questions of any group or person and get a thoughtful, collaborative response back, even if it’s a “stupid” question.

What does that do for employee engagement and morale? Even encouraging curiosity and collaboration?

4. Stage 5 tribal cultures really do exist and are worth it

This idea of how employees relate to one another is foundational to ideas behind Tribal Leadership. I was introduced to this book a couple of years ago, and it’s one that has stuck with me. In this perspective, the authors describe five stages of corporate culture, much of which relates to the first three lessons in this post. Stage 5 represents about only 2% of companies, and I’m confident SAS is in that 2%.

Stage 5 cultures have fierce competition. It’s just not as much competition against another corporation, but rather significant issues. Poverty. Educational deficits. Environmental stewardship. Healthcare access. When I look at some of our initiatives, like Data for Good, GatherIQ, and Curriculum Pathways, I see a focus on ambition to make the world a better place.

I also don’t believe these are hollow platitudes. A few months ago, I got to ask Dr. Goodnight why he cares about these initiatives and does philanthropy, from the arts to education to the environment. He said he sees these as our responsibility to be good stewards to the world and that education, in particular, is the answer to poverty. And so he built a school, built a free education technology platform, has a solar farm and LEED certified buildings, and many other concrete examples of impactful corporate social responsibility.

These are the reasons that while I don’t provide therapy right now, my move to SAS feels very congruent with why I became a psychologist. I wanted to help people and make the world a better place. And I'm pleased to confirm there actually are corporations that want to do that, too!

What can you do to help bring your organization to a higher tribal culture level?

Jeff Koziuk ???????♂??♂ ??

Director, Education Division

5 年

Josh, I have only been with SAS for 6 months but I agree with all that you have written.? Thanks for sharing.

John Maynard, CFE, AHFI

Principal Solutions Architect at SAS | Healthcare & Govt | Changing the World with Advanced Data Analytics

6 年

Josh - You nailed it! I am six months into SAS myself and completely agree. Everyone seems to be curious about how to make something better. This is not just our software, but how our data analytics tools can improve things like fighting opioid deaths, keeping children safe, environmental issues, whole-person care, healthcare cost containment, and more.? There is competition to innovate, but also collaboration through helping others innovate.? I always say, "collaboration drives innovation", and now I add that "curiosity is their fuel."?

Kristiann Smith, MS, LMFT, MHP

Behavioral health professional. Executive Leader. Author. Public Speaker. Diagnostic Immigration Evaluator.

6 年

What a terrific article filled with hope-infusing observations and experiences. Thanks for sharing, Dr. M.

Liz Harvey, M.S.

Increasing data-informed capacity for the behavioral health industry. BHODS.com

6 年

Yay, congratulations! Your passion to make the world a better place is contagious! I hope to work with you again at some point!

Don McCorquodale

Connector, Problem Solver, Curious, SAS Institute

6 年

This is a such a great way to celebrate your one year anniversary.? Congratulations on the milestone and the leadership you have shown on important behavioral health issues.

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