In this intriguing episode, Marriot Winquist, Principal Consultant at BrightTree Consulting, shares how she helps leaders take ownership of building the environment in which they can thrive.
Scott Ritzheimer
Hello, hello everybody. Welcome once again to the secrets of the high demand coach and I’m here with another new friend of mine. Miss Marriot Winquistt and she is a seasoned executive in the technology industry with over 20 years of experience in the technical and business leadership roles, she brings a powerful blend of proven results and executive experience along with outstanding coaching and consulting skills to help our clients achieve extraordinary results. Now, Marriott enjoys coaching ambitious leaders to unlock the joy in leadership. I love that and create thriving teams, cultures and organizations. So excited about this conversation. I’m so glad that you’re here. I’d love to start it off, though with the story. Right? How did you end up in coaching, consulting? And why is it that you made the leap?
Marriot Winquist
Yeah, well, first of all, thank you, Scott, for having me here. I’m really excited to be on the show. Why? I mean, that’s, that’s always kind of the big question. And maybe to go a little bit further back, I’m originally from Hong Kong, moved to Canada and spent most of my actually working life in the US. And I think that for me, that’s a good background of, I feel like I’m a big combination of the really studious theoretical, and then the the the Western world are a bit more creative, and energetic. And, and I think that’s what I bring to my work, I actually started in tech, and moved and pivoted to lots of different functions, to marketing to product, product management, and really my later roles in executive leadership. And as my responsibilities grew, I think more and more, I really learned that a lot of times, it’s those moments, those one on one moments, and for me, sometimes in small groups and small teams, those were really the bright spots, both my day and how things can really move forward, you know, a conversation with a colleague, and one understanding that, oh, we unlock this. So those really were things that as later in my, in my career, I started to realize, Wow, those are really powerful. And when I decided to kind of take a little bit of time and and really evaluate, yeah, how else can I make an impact? That’s what came up for me over and over again, it was it’s fantastic solving, you know, fun business complex problems. But it’s those moments that I’m like, I want I want more of that. And I want to do more, for those folks that are in those positions that are oh, I’m kind of stuck. How do we break through this? And what are some of the skills that we can do to break through that. So that’s kind of my my journey into then more focused on executive coaching and consulting.
Scott Ritzheimer
I love that because you bring something out, and coaches, you know, by virtue of the fact that we’re in all of these meetings and relationships, get to see it a lot more. But what I think folks don’t realize before they’ve ever had a coach is the power of those small moments. Right? Lots of folks come in kind of looking forward, give me a strategy, give me a technique, give me a tool. But you and I know. And what I think they come to experience is there’s just these Lightning in a Bottle moments. And it’s funny, because afterwards, it’s almost difficult to explain, you know, I was like, what did that what happened is, it was great. What did they teach you? It was awesome, you know, kind of like we run out a language for what happened. And so I love that. And I love that the motivation? Because it really is what makes those relationships so special.
Marriot Winquist
Yeah, yeah, absolutely. And, and actually do want to add that I also have a focus on really helping in advancing women in leadership and in kind of businesses as well, I think, you know, while everything is equal, and there’s lots of opportunity, right now, there’s, there’s still things that I feel like as a female, either entrepreneur or leader in business, there are different things that are challenges that are either not seen or not, not fully aware of by others. And so I absolutely very committed to really helping, helping drive that and advancement for women in leadership.
Scott Ritzheimer
I love that. And my next question is going to be what are some of the more most important work that you do? And I would imagine that it’s gonna fall in that space. So tell us a little bit more about maybe even some of the challenges that women in leadership are coming from. I think I know for me, I’m particularly interested, a technical, you know, and industry like, these aren’t spaces that we’ve seen as many leaders, female leaders really shine. So I love that that’s your background and what you’re doing now. So tell us a little bit more like what are some of those those primary challenges? And how do you help leaders through it?
Marriot Winquist
Yeah, I think especially for women leaders, I think one of the key challenge is the both viewing yourself and being seen by others, as being the one with strategic impact. I think a lot of leaders and women leaders are really great at getting things done and getting things done well, and they’re seen as those really productive doers. However, there’s both a probably self perception and and other perception that well, how do I break out of that? How do I elevate my dialogue, to really talk about strategic impact to really make a dent in the business, move the needle in other areas of the business? So there’s certainly a lot of an internal understanding and awareness to help the person themselves actually unleashed that. And then there’s also the understanding of what culture and what organization you’re working in? And is that the right fit and the right version of success that you want to get to? So yeah, especially for women leaders are like, that’s one of the the key challenge. And it’s both the mindset and also having the skills to navigate that.
Scott Ritzheimer
Yeah. And so what would you say to someone, let’s say, a woman in leadership? Who is that productive doer, right, they’ve got a great reputation, they’re in a good spot, they’re getting a lot done. And when they look at what would be next, the kind of defining feeling is fear, right? It’s like, I don’t know. So what would you say to someone who’s sitting in that position right now?
Marriot Winquist
Yeah, I think the first thing I would ask them to do really is center on and maybe rediscover what’s really important here. What really matters for them here. I think, on the surface, a lot of people it’s like, well, I want to get to that next level, I want to get to the next step. And I say on the surface, because that seems to be the logical next step, I want to be quote unquote, more successful, therefore I step on the next ladder, right. But I think when people actually spent the time to understand what really matters, and also what excites them about this work, and what is really the true driver, of why they’re doing what they’re doing, then then different different options might appear. Right? Right. And that’s really what I mean, by kind of crafting their own version of success. I think there are many pictures of success that don’t look like what they currently are experiencing. And I think, luckily, we’re in a world where there are many different ways to be successful. And it really is helping them think through. Yeah, right. Now you’re thinking this one way? First of all, what’s truly important, and then once you have that grounded, what are the different ways, you know, maybe it is a different rectly could be a slightly adjacent area, that you actually have kind of tested the waters in and you think that actually might be more interesting and more fulfilling? And maybe it is taking that next step? And if it is taking that next step, then what are the skills that you would need to do that? And again, I always feel like there’s always the the system and the structure to think about, you know, are these the right teams? Are these the right organizations for you to thrive in? So thinking through the conditions of what actually makes you thrive? Yeah, that’s what I would, you know, work with them on, because a lot of times, it’s just not the right fit for the right organization. And meanwhile, in another organization that actually value their worth, and their, you know, the talent that they bring, they’re going to be massively successful. So it’s both thinking internally, around them, and then really the heart structures around them and systems around them as well.
Scott Ritzheimer
Yeah. And that’s, that’s a fantastic insight, because I think that most folks will tend to one of those, right? Either it’s all up to me, I gotta do everything. And, you know, the world around me doesn’t matter, right? Or, or we become so defined by the environment that it’s like, I couldn’t possibly do anything, because I am what my environment makes me to be right. Or they may even have the right fit and environment, but they don’t have the actual steps to make the progress to do it. Correct. That’s fascinating. Fascinating. So in light of that, what do you see? What do you see folks try to do before they hire you and bring you in?
Marriot Winquist
Yeah, I think I would say they try to do what they’ve always done, and maybe they just do a little bit more intensely on or do more of and then they find that I’m still hitting The head against it and what those usually are is, okay, I want to be that role, I’ll emulate that role, or I want to be in that position. Okay, I’ll try to learn the skills about it, but it just doesn’t fit what they do. Right. So I think there’s a lot of looking at modeling. It’s definitely one. A lot of different people, they do a lot of research, they kind of go deep into all well, if I need to be that role, I need to be like the black belt of this before I even consider that role. So there’s kind of that aspect as well. But yeah, I think they just keep repeating that over and over and still feel that Oh, I, you know, when they go into a meeting, I still, I still can’t be like him or her, I still can’t act like that. Well, of course, because you’re not, you’re not that person. And so they they really kind of get into that, that cycle of Yeah, and then it exhausts you, right, then then it’s like, oh, then I might not be material, this executive material, because I don’t get there.
Scott Ritzheimer
So it’s kind of they double down, right? Or it’s fake it till you make it, you know, or it’s, you know, here 17 books, you know. So, okay, those aren’t gonna work, right, and not to throw all those things out. Because at some point, those served them well. Right, at some point, giving it the extra effort was exactly what they needed to succeed at some point. You know, they had to fake it until they make it at some. So it’s not that those tools never worked, just that they’re not working now. Right. Right. Fantastic. Now, so someone’s there, right? And what are some things that that either you help folks do? Or what are two or three, like, next steps to really start moving in the right direction?
Marriot Winquist
Yeah, so like I said, I think the first thing that that we discussed definitely is kind of taking, taking the landscape, I actually kind of go through really three simple steps, assess, align, and act. And it really is a bit of a iterative cycle, and assess is really just taking that landscape, right. And that landscape, I always looked at the three dimensions that we had talked about yourself, you know, where, where are you at? What’s going on? What’s in your head? Why is it now? Right? Like, why now? And not even later or before? So the self? Others, right? Are you leading teams? Are you running a company? who’s influencing you? You know, really understanding all the different relationships that’s happening. And then your business? You know, what, what actually is driving? That? Is it isn’t an actual issue with the business right now? Are you looking for growth, like so that’s kind of the assess in the landscape. And then second is aligning. So once you have that, then you want to make sure that you are aligning to, like I talked about before, the values and the core, the core of why, and really aligning all your actions. So all the things that we assess, are all those activities aligning to what you’re trying to drive. And most cases, this is really the revealing part, this, this is when either they look at the calendar and go oh, yeah, that’s right. I wanted to do this, but I actually spent zero time doing it. So the alignment part, it’s kind of the well, where where did things fit? And also I just starting to identify what are some of the new things to do? And then then it’s acting? Right. So I think we do a lot of planning and thinking and theorizing. But really, nothing works until you take that next step. And so really is helping them gain that clarity. We might not have the full road from A to B. And probably often we don’t. But the idea is what is that best next step? And how are they equipped to actually take that? Yeah, and as we go along, basically, is really helping them kind of continue that cycle. Right. As you act, you assess Again, align, and enact again, and really, that’s the continuing, continuing kind of growth and progress, to get you to that Northstar to get you to kind of where you’re focusing on. So So those are kind of the the key steps that I take with my clients.
Scott Ritzheimer
That’s good. I like that. And when you you get to an act, right, I think one of the challenges that folks have when they’re either trying to find the right coach or trying to buy into it, like this coaching thing actually work. One of the the challenges that I’ve seen people present is but I still have to be the one who does the work right? You know, the coach isn’t going to do those things. You know, maybe in consulting that switches a little bit but fundamentally for a coach or consultant especially a good one and If it’s going to come back to whoever’s being coached or consulted to, to do it, and some folks may kind of misinterpret that thinking, well, if I have to fix it, what what good is it to bring somebody along? So how is it that, that, you know, you’re able to help people to act in a way that maybe they knew they needed to all along? But for some reason, it’s different when you have a coach?
Marriot Winquist
Yeah, yeah. And I think that that that’s actually a fantastic, really nuanced because that is the difference, right? It’s, I actually was in a in working with one individual. And after the session, he actually said, that was actually hard work, you actually made me you actually made me work and think through and go through some stuff. And it’s like, Yes, right. It’s because you do need to yourself, you need to actually think differently, so that you can act differently. And, and I think it’s a process and may unfortunately, there’s no silver bullet for that if there are folks who are like, Okay, I want somebody to do all the work. They’ll find people that will do all the work right. And then there are others that and the people that probably hopefully you and I work with are I want to figure this out. I want that lasting change in the I actually want myself to be able to accomplish x, y&z. So I think they already come with some idea, even even with trepidation. But they know that, yeah, they know that. Okay, I know, it’s gonna be hard. But I want a partner along with me on this hard roll, because I know that it’s difficult. And also, I think it’s also the experience, I know that it’s difficult, and I’ve done all these different things, and it hasn’t worked. Right. So here’s a time when I really want to be able to continue to progress. And and yeah, whether they’ve had a coach before or haven’t, that’s, that is kind of the pivot point of, of them coming to realization that, okay, I think I need a different type of support. Right, like you say, I think all the other things still still stand, they all have its place consultancy have its place, advising has its place books and, and doubling down. Everything has its place, and also having a coach to really help you change both your mindset and understand new behaviors that you can then now do that also is a change. Yeah. And I think a lot of what we focus on is what’s holding them back as well. Like you say, a lot of people get to a point that’s like, oh, now I’m, I’m actually filled with fear. I, I know I need to do something. But somehow I’m not. I’m not picking up their phone, I’m not sending that email. I’m not speaking up in that meeting. So something is holding them back. So really understanding and helping them get clarity on that. That’s holding them back is also another way of of helping them being able to, to move forward.
Scott Ritzheimer
Yeah. And what I found is fascinating with that, and I would imagine this is true for you is it’s usually the individual who who find out what’s holding them back. Right. Yeah. And it’s not until they have the benefit of that outside perspective, that they can really see it clearly.
Marriot Winquist
Yeah, absolutely. Absolutely. And I think that’s, that’s what we all call call our blind spots, right? We, we don’t we don’t quite know it until, until something happens to reveal it to us whether whether it’s you know, a strict assessment, whether it’s again, conversation and understanding that Oh, when you asked me that question, you know what, that is why I didn’t take that next step. Right? I either Yeah, I am, uh, you know, I don’t like failing. I don’t like that feeling. I you know, maybe there’s different experiences from their previous even their previous work or previous managers that really have some some stronghold on them. And so it is kind of working through that to see. Yeah, the the next step is right here. How are you going to take it? Yeah, right. And it is up to and it is them? Right for for good or for bad. I think for I always say the best news is that you have 100% control. Yes. Right. That’s that’s the best news is not anyone else’s control. You actually are in the driver’s seat so you can actually decide. So yeah, I think I think for some that’s good news or bad news.
Scott Ritzheimer
Because it comes with a responsibility as well.
Marriot Winquist
Absolutely. Absolutely. To know that you are solely responsible for what you can’t do. That is, that is scary. That’s, that’s pretty powerful.
Scott Ritzheimer
Yeah. Is no one else to blame. Alright, so here’s the moment that I know I’ve been waiting for. I think our audience has been waiting for this as well. But I’d love to hear from you. What’s the biggest secret that you wish wasn’t a secret at all? What’s that one thing that you want to share with folks that are listening today? You know, founders leaders that are wanting to grow in their organization, their career, but maybe feeling stuck?
Marriot Winquist
Yeah, I love this question. You know what I was thinking about this a little bit, since you asked me. And, for me, I feel like it comes down to a little bit of a paradox is, it’s not about it’s not about you. And also at the same time, it requires you to totally understand that it’s not about you, and by the is not about you. What I mean is you are here to either serve your customers, serve your clients serve that your team support your team. And when and if you understand that, then your whole business and your whole perspective can change. Yeah. But it’s 100%. Your, your responsibility to actually have that understanding. So I like that, because I always felt like it’s not about you, however, you need to actually be able to self manage to really understand that. Yeah, when I’m one on one, you, I’m 100% focused on your success, right? And, and it’s the same for CEOs and leaders, when I’m when I’m with the team, you are 100% supporting the team, it’s not whether you appear, you know, like like a quote unquote, like a leader is not about whether you are flashy and presenting and all that it really is, what is that goal? And how are you serving them? So moment you can have that shipped to how are you serving your organization and your team? That’s when everything I feel like just shifts for a lot of people.
Scott Ritzheimer
That’s, that’s awesome. It’s not about you, but it’s under, it’s up to you to understand that it’s not about you. Absolutely, yeah. Fascinating. Worth it, worth it in gold. Alright, so I’ve worked with lots of coaches, and I know that we have a knack for spending all of our energy on our client success, right? We just want to see him succeed. It’s why we got into doing what we’re doing. But we can do it at the detriment of our own growth as our organization and as individuals. So I’m gonna have you take your executive coach hat off, right? And have you put your, you know, CEO hat on or whatever title it would be for your own business. And tell us a little bit what the next phase of growth looks like for you and your business.
Marriot Winquist
Yeah, so for me, I would definitely continue my focus on women, and also with Asian women, executives and business leaders. And, and also in terms of business segment. I love working with businesses and teams that are growing. So if your team has doubled in the last year, and that’s when you’re you feel like you’re drinking from the firehose, you need to still keep the team growing, you still need to build a sustainable and healthy team. I mean, you’re not doing the spike burnout and and, and having the team be not, not healthy. So really focusing on high growth teams and organizations so that you can really hone in on that connectedness, build the right space and team for your business to grow.
Scott Ritzheimer
Hmm, that’s excellent. Excellent. Excellent. Well, thank you so much. Now, I know that some of our listeners are listening. And they’re like, like, I do I feel stuck, or I’m in that place. I’ve tried it. I’ve tried it. I’ve tried it. I’ve been faking it till I make it because that’s what I’ve been told to do, or whatever those things are. It’s just resonating with them. So how can folks connect with you to learn more?
Marriot Winquist
Yeah, so there are a couple of ways I have two things that are coming up. One is my signature Executive Program, which I have two spots left for Q3. So you can find that at brighttreeleaders.com. And you can contact me there. And other is a really special program that I’m launching with a collaborator is the Asian women executive program. And for that one, it’s at selfco.com. And we can have the details of the website there. But that one is specifically focused on Asian women, and helping them really understand and embrace their identities so that they can unleash their leadership in the most powerful way.
Scott Ritzheimer
Fantastic. Well, Marriot, thank you so much for being here today. It was an absolute privilege and honor to have you on the show.
Marriot Winquist
Thank you so much Scott. I really enjoyed it. Absolutely.
Scott Ritzheimer
And for everyone listening your time and your attention mean the world to us. It’s such an honor. We thank you for sharing with us today. We hope you got as much out Have it as I did and I’m looking forward to seeing you next week until then take care
Contact Marriot Winquist
Marriot is a seasoned executive in the technology industry with over 20 years of experience in technical and business leadership roles. She brings a powerful blend of proven results and executive experience along with outstanding coaching and consulting skills to help her clients achieve extraordinary results. Marriot enjoys coaching ambitious leaders to unlock the joy in leadership and create thriving teams, cultures, and organizations.
Want to learn more about Marriot’s work at BrightTree Consulting? Check out her website at https://www.brighttreeleaders.com/.