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

10 Quotes From The 5 Levels Of Leadership -- John C. Maxwell

Soon I'll post my full review of John C. Maxwell's latest book, The 5 Levels of Leadership . In the meantime, here are some of my favorites quotes from the book that I believe should become a must-read book by any workplace/organizational leader: Good leadership isn't about advancing yourself. It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust. The more trust you develop, the stronger the relationship becomes. In times of difficulty, relationships are a shelter. In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catal...

How to Be a Leader – 9 Principles from Dale Carnegie

Today, I welcome thought-leader Nathan Magnuson as guest blogger... Nathan writes : This is it, your first day in a formal leadership role. You’ve worked hard as an individual contributor at one or possibly several organizations. Now management has finally seen fit to promote you into a position as one of their own: a supervisor. You don’t care if your new team is only one person or ten, you’re just excited that now – finally – you will be in charge! Unfortunately the euphoria is short-lived. Almost immediately, you are not only overwhelmed with the responsibilities of a team, but you quickly find that your team members are not as experienced or adroit as you. Some aren’t even as committed. You find yourself having to repeat yourself, send their work back for corrections, and staying late to fill the gap. If something doesn’t change soon, you might just run yourself into the ground. How did something that looked so easy ...

The Psychology Of Leadership

I read many books about leadership and this book is one of my favorites. It’s The Psychology of Leadership by Sebastien Page . It offers a fresh take on leadership through the lens of groundbreaking research in positive, sports, and personality psychology. “Like exercise strengthens your body, practicing positive, sports, and personality psychology will make you a better leader,” says Page. The book blends research, fascinating true stories, humor, and self-improvement advice to deliver simple yet powerful principles to master the mental game of leadership. Page reveals timeless strategies for achieving lasting impact, fostering growth, and promoting well-being. He demonstrates how leaders and individuals can balance measurable goals with practical approaches to maximize performance and fulfillment. “Effective leadership is not merely about achieving measurable outcomes. It requires aligning goals with intrinsic motivations and psychological ins...

How To Uncover Your Blindspots To Become A More Effective Leader

What you don't see about yourself can hold you back as a leader. That's typical for many leaders. What we don't see is what we can't see: we have blindspots . Your blindspots prevent you from achieving your greatest success. “It turns out that we're often not great judges of ourselves, even when we think we are. Sometimes we're simply unaware of a behavior or trait that's causing problems,” explains Martin Dubin , author of the book, Blindspotting: How To See What’s Holding You Back As A Leader . “Bottom line: until we uncover these blindspots, we can't move forward. The good news is that you can learn to do your own blindspotting .” “Most of us understand the idea of blindspots in a general sense—areas we can’t see, to take the term most literally, or places we have gaps that we may not even realize, to be a little more abstract,” says Dubin. “But in the context of this book, I’m defining blindspots quite specifically: They are the...

The Many Times You Should Thank Customers

In your leadership role, it's vital that your team members know how to deliver excellent customer service. " Knock Your Socks Off " type service as book editor Ann Thomas and Jill Applegate would say. Part of delivering excellent customer service is saying "Thank You" to your customers and knowing when to say "Thank You". Thomas and Applegate recommend telling your customers "Thank You" during at least these nine situations : When they do business with you...every time. When they compliment you (or your company) When they offer you comments or suggestions When they try one of your new products or services When they recommend you to a friend When they are patient...and even when they are not so patient When they help you to serve them better When they complain to you When they make you smile You and your team members can say "Thank You" : Verbally In writing (and don't underestimate the power of perso...

70 New Year's Resolutions For Leaders

With 2026 fast approaching, it's a good time to identify your New Year's Resolutions for next year. To get you started, how about selecting one or more of the following 70 New Year's resolutions for leaders? Perhaps write down five to ten and then between now and January 1, think about which couple you want to work on during 2026. Don't micromanage Don't be a bottleneck Focus on outcomes, not minutiae Build trust with your colleagues before a crisis comes Assess your company's strengths and weaknesses at all times Conduct annual risk reviews Be courageous, quick and fair Talk more about values more than rules Reward how a performance is achieved and not only the performance Constantly challenge your team to do better Celebrate your employees' successes, not your own Err on the side of taking action Communicate clearly and often Be visible Eliminate the cause of a mistake View every problem as an opportunity to grow Summarize group consensus after each deci...

Leadership Lessons From A Serial Entrepreneur

Brad Jacobs’ new book provides you a treasure trove of leadership lessons from a man with more than four decades of CEO and serial entrepreneur experience. So, even if you don’t envision yourself wanting to earn a billion dollars, don’t pass up reading Jacob’s, How To Make A Few Billion Dollars . In the book, Jacobs defines the mindset that drives his remarkable success in corporate America – and distills a lifetime of business brilliance into a tactical road map. And he shares his techniques for: Turning a healthy fear of failure to your advantage. Building an outrageously talented team. Catalyzing electric meetings. Transforming a company into a superorganism that beats the competition. “This book is about what I’ve learned from my blunders, and how you can replicate our successes,” says Jacobs. He shares his candid account of the highs and lows of entrepreneurship. Jacobs has founded seven billion-dollar or multibillion-dollar businesse...

How To Harness The Power Of Experiential Intelligence

“Experiential Intelligence provides a new lens from which to view what makes you, you—and what makes your team and organization unique,” says Soren Kaplan , author of the book, Experiential Intelligence . Kaplan explains that over 100 years ago, we established IQ (Intelligence Quotient) to predict success. Then we explored Emotional Intelligence (EQ), the theory of multiple intelligences, and mindsets that broaden the definition of smarts. “Today, Experiential Intelligence ( XQ ) expands our understanding of what's needed to thrive in a disruptive world. While you can't change the past, your unique experiences and stories contain hidden strengths and untapped potential for the future,” explains Kaplan. Experiential Intelligence is the combination of mindsets, abilities, and know-how gained from your unique life experiences that empowers you to achieve your goals. It allows you to get in touch with the accumulated wisdom and talents you have ga...

7 Honest-Feedback-Extracting-Questions To Ask When Hiring

Awhile ago, the Harvard Business Review published some great questions that Gilt Groupe CEO Kevin Ryan asks when he is checking references. Ryan serves on the board of Yale Corporation, Human Rights Watch, and INSEAD , and is a member of the Council on Foreign Relations. He holds a B.A. from Yale University and a M.B.A from INSEAD. His main seven honest-feedback-extracting-questions (and follow-ups) are: Would you hire this person again? If so, why and in what capacity? If not, why not? How would you describe the candidate's ability to innovate, manage, lead, deal with ambiguity, get things done and influence others? What were some of the best things this person accomplished? What could he or she have done better? In what type of culture, environment, and role can you see this person excelling? In what type of role is he or she unlikely to be successful? Would you describe the candidate as a leader, a ...

6 Ways To Seek Feedback To Improve Your Performance In The Workplace

Getting feedback is an important way to improve performance at work. But sometimes, it can be hard to seek out, and even harder to hear. “Feedback is all around you. Your job is to find it, both through asking directly and observing it,” says David L. Van Rooy, author of the new book, Trajectory: 7 Career Strategies to Take You From Where You Are to Where You Want to Be . As today's guest post, Van Rooy offers these six tips for how to get the feedback you need to improve performance at work . Guest Post By David L. Van Rooy 1. Don’t forget to as k : One of the biggest mistakes people make is assuming things are going perfectly (until they make a catastrophic mistake). By not asking, you’re missing out on opportunities for deep feedback: the difficult, critical feedback that gives you constructive ways to improve. 2. Make sure you listen : Remember, getting fee...

Eric Jacobson On Management And Leadership

Search This Blog