BMC's Lori Cook Shares Advice On Leadership And Management In the Channel

I recently began working with several of my female colleagues at BMC to create the worldwide BMC Women's Network Group. At our first meeting, I sat with two of BMC's other leading women -- Denise Clolery, senior vice president, general counsel and secretary, and Emily Agis-Wahl, vice president, Business Information, Operations and Services -- offering our fellow co-workers (both male and female) ideas on career advancement and work/life balance. There was a remarkable interest from employees to hear about how we achieved our positions and what traits, skills and advice we had found helpful in our careers. As I reflected on the meeting, I found many of the topics we discussed applicable to channel employees, in general.

Below are several examples of the leadership and management advice that was offered at the meeting.

What trait do good leaders have in common?
Simplicity. The channel and business world are a lot like word problems in math -- full of miscellaneous and noncritical information designed to impede forward progress and reach the correct answer. Great leaders have an extraordinary ability to simplify even the most complex situations and tasks; this is especially important when dealing with technology and the channel. In the midst of complexity, I recommend taking a step back, evaluating the situation and focusing only on the core issues. Being able to drive and maintain focus on the business priorities in the midst of what may seem like technical Armageddon will help maintain the trust of your staff, colleagues and, most important, your customers.

What is the one "key to success" between channel partners and vendors?
Talent. As channel professionals, our success is often linked to those who surround us -- partners, vendors, integrators, resellers -- with our collective business objectives being to increase margins and gain market share. In essence, we are often only as good as our team. Therefore, attracting and maintaining talented individuals is a critical success factor.

Should employees with familial obligations be treated differently than those without?
Balance. As a woman who chose to have commitments to both a family and a career, I have never felt that being female was a contributing factor to my success or a challenge at any level. I have been fortunate in that I have always worked for people and organizations that do not consider the gender of a person when making a decision, but rather talent. This is something that I carry with me and adamantly practice in leading my own teams.

What do you do to help retain talent and accommodate the personal responsibilities of your staff?
Performance. Going hand-in-hand with attracting and maintaining key talent is nurturing the choices, challenges and obligations of high-performing employees. On my team, talent trumps all. I would rather have a talented, high performing part-time worker -- male or female -- than a marginal performer who is working full time. Family responsibilities are a priority, and trade-offs must be made to retain key talent.

It's also key to address marginal employees promptly. The channel is highly competitive and fast-paced. To thrive, you cannot have internal forces holding back your team.

What advice would you offer to someone looking to advance his or her career?
High standards. Truthfully, nothing is impossible in this world. I have always set high goals and standards -- some I knew would be easily achievable, others that were seemingly insurmountable. What I have found is that with persistence and hard work, there has been nothing that I have wanted that I have not been able to achieve. Work hard, stay the course, surround yourself with others who will support your goals and initiatives, and keeping marching forward.