Opening Your Mind to Possibilities
For John Scheatzle, it was all about timing. Just days after leaving Materion Corporation, where he had spent 20 years in management roles, he heard from a recruiter that NobelClad was looking for a new president. Drawing on his business experience, his professional network, and his previous educational experience in the General Management Program (GMP), he stepped into this new role in 2016. Looking back on his Harvard Business School (HBS) program experience and his career, he shares what he has learned and how it has shaped him as a leader.
What did you hope to achieve when you began your job at NobelClad?
I was hoping to "prove out" the processes for growing a niche technology. In my previous position at Materion, the process was interrupted when I left and had not been completely implemented. We have already made a great deal of progress at NobelClad, and I am excited to see the results. I will also be working to ensure that the team is in great shape when I someday leave the business. Ideally, the board and CEO will be happy with the way things are going and will want my eventual successor to come from within the organization.
How did GMP change your mindset as a leader?
I learned how difficult it is to become a leader—it's a process that never ends and requires consistent effort and reflection. I also became more aware of my responsibility to develop and articulate a strategy for the team and provide resources to help the team execute. And when it comes to driving change, I learned to listen first. I am a big believer in the concepts presented in the Michael Watkins book The First 90 Days, which was part of the GMP curriculum. Guided by this book, I spent a lot of time interviewing my direct reports and their direct reports to gather information. I now recognize that my team members will be much more open to change once they are sure that I understand the current situation.
Which aspects of your experience in the program stand out for you?
As I look back, I am impressed at how quickly a diverse group of executives from all over the world came together as a team, both in the living group and in the larger class. We learned to work together and relied on each other for guidance and mentoring. I was blessed with a living group where we all enjoyed spending time together.
How are you continuing to build on the knowledge you gained at GMP?
Since completing GMP, I have spent quite a bit of time reading about strategy. My areas of focus have been building a team, ensuring that we have a consistent message, and putting the appropriate systems in place to execute the strategy. In addition to the Watkins book, I also refer frequently to Linda Hill and Kent Lineback's Being the Boss.
How would you describe the value of participating in this program?
GMP is a truly comprehensive program that provides a toolkit for successfully leading a business. The program shows how to apply fundamental tools such as finance, accounting, and sales/marketing when executing a strategy. The curriculum also dedicates a significant amount of attention to examining leadership and the role of the general manager.
What advice would you give to a colleague who is considering this program?
GMP will definitely be one of the most rewarding experiences of your professional life, and it will result in profound changes in the way you lead your organization. If you are lucky, you will also build some lifetime friendships. Although it requires some sacrifice, you should do it.
What advice would you give to other GMP participants about reaching the C-suite?
First, build and maintain your network, even within your own company. It is critical that you start doing this long before you actually decide to make a change. Second, be open to possibilities. You never know where opportunity will come from. Finally, understand that we are in our positions to make an impact. The best way to get the next job is to make a big impact in the current one.