IWD 2024 - Michele Wong

A little about your career journey leading to where you are now.

Being a COO wasn’t a goal I had for myself.  Each advancement in my career was a result of my desire to learn, take on new challenges, and be in a position to effect change. In the process I never let job description, title, or pay confine me. This was not always to my immediate benefit of climbing the ranks but served me well in the long run.  I’ve often told people that I stuck my hand in everything I could until someone told me not to. Title doesn’t make you a leader.  Actions make you a leader. 

What inspired you to pursue a leadership role?

I’ve always been in a leadership role, whether it be in my personal life or professional life.  It’s just as much a part of who I am as having green eyes or being female. My husband says I’m a problem solver. As I’ve grown as a leader, I’ve learned that sometimes to be a great leader you have to let those around you solve the problems while you provide the knowledge of your experience and support the guard rails. 

What is or are your biggest career achievements?

Building and developing the team I have today is my biggest accomplishment. I'm really proud to have developed and retained a team that enjoys working together, respects each other's views even when they disagree, and has proven they can rally together during difficult times. I’m proud to have fostered a culture that allows everyone to show-up each day as their authentic selves. 

How did you develop your leadership skills?

Carefully watching and listening to people in leadership positions provides a great opportunity to learn what makes a leader both effective and ineffective.  You also have to be self-aware and know your limitations and own your mistakes, so if you don’t get it right the first time you are more likely to the next time around. 

How do you define your leadership style?

I believe I am a transformational leader. I am able to identify and nurture talent and move the organization forward through the growth and development of our people. Continuous improvement and winning as a team drive me. 

What’s the most important leadership lesson you’ve learned?

Sometimes you have to move slower even when the path forward seems clear.  You can’t lead if your followers aren’t aligned or can’t keep up. 

Have you achieved everything you wanted in your career so far? 

No. I want to build a new model of fitness and wellness that is engaging and accessible for all. I want to deliver programs that are an integral part of improving health and quality of life through the lifespan.   

How important is personal development to your success, and how do you approach it?

The complexity of challenges I’ve faced in business have paralleled the increased complexity of raising my children.  As I am now in a phase of my career where I am leading much higher-level employees, I am also now providing guidance to my young adult children.  The knowledge required to navigate the higher-level complexity of these relationships has required continuous personal growth on my part. This is where slowing down to reflect before reacting has been important. I’ve learned that being open to views and experiences that are in opposition to my own is critical to my growth.

How do you prioritise tasks when everything feels like a priority?

I tend to believe that the thing you want to do the least or is the hardest task to handle is the thing you need to do first. It may not be the highest priority, but if you tackle it first everything after that task will be easier to accomplish. In addition, I think communication is key.  You have to let people know where their needs fall within your capabilities to address them. If you manage outside pressure, you can establish what really are the true priorities. 

What was the hardest decision you have taken as a leader? 

Making the decision to let good people go because their skills and talents may not fit the direction the organization is moving in is extremely difficult. 

What steps do you take to measure your own performance?

The performance of the team and the individuals I support is how I measure my performance.  If they're struggling or failing in their role, I look at what I’ve done to provide the environment for them to be successful.  Someone should not fail in their role, because they were not provided the tools and guidance to succeed. 

What does success mean for you as a business leader?

Business success is a result of people, product, and process. If we get those first three right it should lead to profit. Being able to retain a team that is the best at what they do and united by a shared purpose is my first measure of success. Delivering a product or service that positively impacts the communities we service should be a measure of success for any business leader no matter the industry. 

What advice would you give to someone starting off their career as a future business leader?

Find work that feeds your soul. It won’t feel like work. Put people first and success will follow. Always, watch, listen, and learn.