Skip to main content

From The Bench To The Boardroom

 

In the new book, From the Bench to the Boardroom, Michael MacDonald shares his journey from humble beginnings in the outskirts of Philadelphia, to his college basketball career at Rutgers, to executive positions at Xerox and Medifast.

The book (co-authored by Dick Weiss) chronicles Michael’s story of going from an underdog athlete to a turnaround CEO, and how he took his student-athlete experience and translated those learned lessons to successes in his career.

As a basketball player, Michael learned teamwork, courage, adaptability, and much more. As an business executive, he found the perfect environment to apply these skills.

Michael’s inspirational and motivational story is filled with lessons for making the most of your opportunities, achieving success, staying relevant, leading with passion, and building your legacy. 

Today, Michael shares these additional insights with us:

Question: What inspired you and Dick to write the book?

Michael: I was inspired to write the book as I neared retirement and looked back at my life and career. I thought it was important for every kid from a blue-collar family to know that they can make it. It’s not easy or without obstacles, and sometimes it even takes more than hard work, maybe even a bit of luck. But if you set goals, strive to reach them, you will ultimately learn invaluable lessons. Even if you end up being the underdog in one facet of your life, you can take those lessons to be a true leader in other facets.

Question: For the non-athletic reader what are some ways to gain teamwork skills early in life?

Michael: I think the principles of athletic teamwork and teamwork in general are the same.  Thus, if you are collaborating academically, professionally, or in the arts, a team is a group of people brought together by a singular goal and knowledge that collectively they are better off.  Listening skills are critical to participating in any kind of “team.”

Question: How early in life should someone find a mentor?

Michael: As early as they are able to establish meaningful relationships. An example could be a coach, teacher, or manager.

Question: What helped you succeed the most during your career?

Michael: My family and their support was critical. My work ethic, drive, and ability to learn from others (being a solid teammate). 

Question: What can leaders do to build more diversity into their organizations?

Michael: Leaders need to understand the importance of difference. If you only have a team that looks and sounds like you, you are only looking to validate your own perspective. The more diversity you have in terms of opinions, experiences, and yes, ethnicity, sexuality, etc., the broader and more informed the team’s perspective will be.

Question: When leaders hire, which skills (enthusiasm, organization, good work habits, ethics, loyalty, leadership, sales) of the interviewee are most important and why?

Michael: To some extent, it depends which role you are hiring for, but generally speaking, all of these are critical. Loyalty is an interesting one because I think in an interview process it’s hard to understand that, but you can ensure that the candidate is passionate about what the company does.

Question: What do you want your legacy to be?

Michael: I hope my legacy is one defined by giving back – to my family, friends, society and the institutions that had an impact on my life.

Michael C. MacDonald has served as non-executive chairman of the board of Medifast, a weight-loss products company, since January 2018. He previously served as executive chairman of the board from November 2011 until December 2017. He was promoted to chairman and chief executive officer in February 2012.

Prior to this role, MacDonald was executive vice president of OfficeMax, from August to October 2011, overseeing the Contract Division. He also spent thirty-three years in sales, marketing, and general management at Xerox Corporation prior to joining OfficeMax.

Dick Weiss is a sportswriter and columnist who has covered college football and college and professional basketball for the Philadelphia Daily News and the New York Daily News. He has received the Curt Gowdy Award from the Naismith Basketball Hall of Fame and is a member of the national Sportswriters Hall of Fame. He has also co-written several books with Rick Pitino, John Calipari, and Dick Vitale, and authored a tribute book on Duke coach Mike Krzyzewski.

Thank you to the book’s publisher for sending me an advance copy of the book.

Comments

Popular posts from this blog

How To Achieve Human Leadership

Human Leadership: The Courage To Face Ourselves And Each Other is Kristen Hadeed ’s newest book. It’s a raw, personal account of losing herself in service to others and the challenging work of finding her way back.   It’s a story of burnout, ambition, resentment, grief, reinvention, profound self-examination, and the courage it takes to share what you discover with the people around you. By learning to face herself, tell the truth, and take ownership of her choices, Hadeed became a more courageous, compassionate leader and built a life and business that would take care of her, too.   Hadeed’s journey shows that leadership doesn’t have to mean endless sacrifice or self-abandonment. Human Leadership offers a different path―one where courage, honesty, and humanity become the foundation of meaningful leadership and a meaningful life.   Part memoir, part invitation, Hadeed’s story will empower you to:   Recognize the values, fears, and limiting beliefs driving your lead...

The Playbook For CEOs To Lead Under Pressure

“Most CEOs spend years mastering strategy, finance, operations, and execution,” says author Andrea Petrone , “Far fewer spend time defining who they are as leaders.” He adds that all too often the leadership style that got a CEO to the top becomes the very thing holding them back.   More specifically, after more than two decades coaching CEOs and senior executives at Shell, Unilever, Takeda, EssilorLuxottica, and PwC, Petrone noticed a pattern: sustained pressure was pulling leaders away from who they were. Fortunately, in his latest book, Reinvention at the Top: The Playbook for CEOs to Lead Under Pressure , Petrone introduces the Throughline, an architecture that helps leaders align their identity, message, and presence so they can lead powerfully under pressure. Whether stepping into a new role, navigating a crisis, or reinventing an organization, Throughline offers CEOs a practical roadmap for leading without losing themselves.   As you read the book you will discover: ...

Thoughts From The Book, Decide

Two of my favorite observations made by author Steve McClatchy in his new book, Decide , are: Goals :  The reason so many people fail to achieve their goals is because they have not committed to defending a time in which they will work on their goals. Management vs. Leadership :  Management is keeping things the way they are today.   Management Maintenance .  Leadership is moving things forward from where they are today.  Leadership = Improvement . Steve McClatchy

How To Build A High Performing Sales Team

  Based on Stephanie Friedman 's 20 years of sales experience, her new book, Built to Grow: A Handbook For High-Performance Sales Teams , is the perfect step-by-step, go-to-market field guide for startup founders.   Friedman offers readers a structured and repeatable methodology for building a high-performing sales function from a company’s earliest days. The book is divided into three phases of startup growth— Experiment, Build, and Scale.   Within each of the three phases, Friedman covers: Sales Playbook Hiring Revenue Management Customer Success Compensations Culture Internal Collaboration   Some of my favorite takeaway tips from the book include:   No matter how experienced your salespeople are, any high-performing sales organization should follow one simple but important rule: No call without an agenda. This helps reinforce the necessary discipline around call preparation and ensures your customers have the best possible experience when talking to your...

High-Performing Teams Are Made Of This

According to Ron Ricci and Carl Wiese, authors of the book,  The Collaboration Imperative , high-performing teams have the following characteristics: People have solid and deep trust in each other and in the team's purpose--they feel free to express feelings and ideas. Everybody is working toward the same goals. Team members are clear on how to work together and how to accomplish tasks. Everyone understands both team and individual performance goals and knows what is expected. Team members actively diffuse tension and friction in a relaxed and informal atmosphere. The team engages in extensive discussion, and everyone gets a chance to contribute--even the introverts. Disagreement is viewed as a good thing and conflicts are managed.  Criticism is constructive and is oriented toward problem solving and removing obstacles. The team makes decisions when there is natural agreement--in the cases where agreement is elusive, a decision is made by the team lead or executiv...

The Five Traits Of An Effective Leader

I was recently asked, " What five most important traits must a leader have to be effective ?"  I could reply fairly quickly, but I did take a moment to remember that when I asked a similar question in a LinkedIn group discussion, group members offered up nearly 100 different adjectives to describe an effective leader. But, for me, I contend the five most important traits are : Good communicator . That means effectively communicating timely and consistent messages during good and bad times. And, knowing how and when to be a good listener. Communicating is critical. Employees must hear from their leaders. And, hearing from their leaders in person versus e-mail and written memos is even more effective. Being a servant leader . Put your employees and your company first. A top manager who makes decisions that are self-serving will lack followers and will bring the company down. Adaptable . Today, more than ever, a leader needs to adapt. That means adapting to c...

3 Things To Avoid When You Give Your Next Speech

If you don't want to get your speech off to a bad start, the communications experts at Speechworks suggest you: Don't apologize (particularly about your anxiety or lack of preparation. Apologies put your audience on the defensive. Don't start by telling a joke (which may not be all that funny, or is irrelevant, or that may even be offensive to someone in your audience). Don't beat around the bush (including, don't list off a lot of people you want to thank. Don't waste your audience's valuable time) Instead: If you need to deal with your anxiety, practice like crazy . Rehearse particularly your first line over and over. Start your presentation by laying out for your audience a key issue that they are facing in their business . If you must thank someone, do it at the end, or thank your introducer briefly, pause, and then start right into the meat of your message .

How To Get Along With Anyone

T he new book, How To Get Along With Anyone , by John Eliot and Jim Guinn , is the playbook for predicting and preventing conflict at work and at home.  As you read the book, you will discover how to defuse any heated conflict by learning which of the five conflict styles you are and how to resolve even the most sensitive dispute with this must-read guide.  Through decades of building and facilitating team chemistry for Fortune 500 companies, professional sports franchises, schools and government agencies, nonprofit organizations, and families, Eliot and Guinn have discovered people respond to conflict in one of these five ways:  Avoider : Uninterested in minor details; excels in solitary work with a knack for concentration.  Competitor : Always pushing the envelope; never rests on laurel and takes risks for achievement.  Analyzer : Evidence-based and methodical; patiently gathers information before acting.  Collaborator : A deeply caring individual,...

How To Design Organizations Where Everyone Thrives

Equity ,  the new book by  Minal Bopaiah , is a timely guide to help leaders create more inclusive organizations using human-centered design and behavior change principles. The book is based on research and provides engaging, real-world examples for taking impactful next steps. Most important, Bopaiah explains that equity is different from equality .   She shares, “ equality is when everyone has the same thing. Equity is when everyone has what they need to thrive and participate fully. Equity does not fault people for being different; it makes room for difference and then leverages it.”   In short:   Equality = The state of being equal, especially in status, rights and opportunities. Equity = A state of fairness and equal access to opportunity that recognizes that people have different needs.   Equity allows leaders to create organizations where employees can contribute their unique strengths and collaborate better with peers. Equity in the wo...

The Leadership Quotes That Inspire Me

These quotes truly inspire me : “The three common characteristics of best companies -- they care, they have fun, they have high performance expectations.” -- Brad Hams “The one thing that's common to all successful people: They make a habit of doing things that unsuccessful people don't like to do.” -- Michael Phelps “It is amazing what you can accomplish if you do not care who gets the credit." -- Harry S. Truman “The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” -- Peter Drucker “Leadership: The art of getting someone else to do something you want done because he wants to do it.” -- Dwight D. Eisenhower “Good leadership isn't about advancing yourself.  It's about advancing your team.” -- John C. Maxwell "People buy into the leader, then the vision.” -- John C. Maxwell “Great leaders have courage, tenacity and patience.” -- Bill McBean "People never...