Brian Deffaa of LifeBridge Health: Five Things You Need To Be A Highly Effective Leader During Turbulent Times
An Interview With Fotis Georgiadis
You don’t need all the customers — just the right ones: In the early 00s, Dodge famously embraced what seemed an antiquated position and drove it to brand and market success — the king of horsepower. They embraced their Detroit heritage (rather than running from it) as uniquely muscle and uniquely American when “the Big 3” were seen as down and out and found an un-tapped and loyal strain of customer in the process.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Brian Deffaa.
Brian Deffaa joined LifeBridge Health as the system’s first chief marketing officer, where he leads the development and execution of internal and external communications relating to marketing, branding and public relations.
He is a strategically oriented, customer-focused marketing executive with an impressive background in all forms of strategic marketing, including expertise in digital communication and customer relationship management. Prior to his role at LifeBridge Health, Brian has 20 years of experience in marketing, leading recognizable campaigns at Capital One, Best Buy, Target, Jaguar and Ford Motor.
Deffaa earned his MBA in marketing from Wake Forest University in Winston-Salem, North Carolina and his bachelor of arts in political science from the University of Missouri in St. Louis.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
In my mid-twenties, I was Director of Marketing & Sales for an engineering firm that specialized in building food & beverage plants. My clients were Nabisco, Budweiser, Pepsi, etc. and their businesses looked like a whole lot more fun and creative than my own. While I found the manufacturing side fascinating, it was the fact that these firms were making products that appealed to thousands. So, I did some research, found out I didn’t really know anything about brand marketing and went back to school.
From there I worked for a number of brands; Ford, Target, Capital One with each teaching me some very interesting (and it turns out very applicable) lessons about purpose, marketing, communicating and leading. Often people comment that they don’t see the “thread” which connects my career but from my vantage point — I’m so glad it’s so diverse. I wouldn’t have learned half of what I think I know without these experiences.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?
I was once asked to develop a branding campaign for a vehicle line that, although initially quite successful, had suffered a series of bruising and public quality recalls. So, I put a plan together, what I thought was a good plan, and presented it to the Cuban-born president of my division — effectively everybody’s boss in North America. After several questions, exchanges and what I thought was my obligation to defend my plan I was told unceremoniously: “Perhaps my English isn’t so good…this will fail.” I learned he wasn’t really interested in debating the points of the plan with me — he was directing. The lesson: know your audience and don’t assume they think like you do.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
I had a manger relatively early in my career at Ford who was the epitome of calm; quiet, reserved and exceptional at building credibility internally. It was this calm I think that allowed him to deflect perceived slights, defer conflict and engage in long-game strategy vs. short-term and reactionary tactics. Ultimately, he was able to develop support, quietly, among those that mattered and leverage their voice to drive outcomes. When my natural reaction was to “engage,” he was there to provide an alternate example of how to win the day while not viewing every conversation as a win/lose or a personal slight. Today we know this as emotional intelligence.
Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your company started, what was its vision, what was its purpose?
I think “purpose” is really a 21st century word. In the 19th and 20th century — people solved problems — and in some ways I think we’re coming full-circle. LifeBridge Health was founded so Jewish doctors being turned away at a renowned institution down the street would have somewhere to practice and Jewish residents would have some place to receive their care. Pretty simple: problem…solution.
Today we see the same phenomenon; urban centers need more transportation options; we get Uber. Groups of friends need an easy way to exchange funds; Venmo fills the need. “Purpose” is the next-level extension of this “job to be done” ethos by providing a bigger “why” and runway to an organization beyond solving for the singular need. Ford, as an example, is no longer a car company but a “mobility” company; a natural broadening of their mission which both opens new opportunities while also mirroring the intent of the original Model T; mobility for the masses. Full-circle.
In a similar fashion, LifeBridge Health maintains a focus on serving communities and making them healthier places to live but this “purpose” now includes a much broader range of activities than could have ever been imagined in 1886. And, in a world of attention deficit, our purpose is now illustrated by the words “Care Bravely;” not for the sake of marketing, but to allow everyone who walks through our doors as an employee or patient to know what we’re about.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
The last 18 months have been difficult for everyone but perhaps most of all — those of us in healthcare and especially those caring directly for patients. In this high-stress and often unrelenting environment, it’s important for our team to do two things. First, listen empathetically. Take the time to really listen and care for a team mate who is on the verge of burnout. Be an active participant in their care and take ownership; “How can I care for this person?” Just this morning I had a person come into my office clearly stressed, agitated with others on the team and demanding a raise for the volume of work being asked of him; somebody who is a consistent performer. While workload was in fact an issue, we took the next 60 min. to further uncover what else was driving the issue — a lack of respect for this person’s time resulting from last minute projects which other others “dumped” in this person’s (and that of their team’s) lap. Had we not uncovered this deeper issue, I would have gone straight to problem-solving mode, missing an opportunity to build trust and do a root-fix. Secondly, and as we share openly on our team, “We don’t build toasters.” In the day-to-day of getting jobs out the door, it’s easy to lose sight of the fact that we’re educating, screening, directing and helping people receive the care they need — sometimes with life-saving results. As a marketers, Salesforce administrators, designers or whatever; we’re privileged to be able to have that kind of impact and sometimes it helps to remind and re-center people with that reality.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
There were certainly days that were plain awful; nothing went right and you felt chained to a tree despite your best and well-intentioned efforts. The motivation comes from wins you see every now and then that result in real care for someone — knowing in that moment that you had an impact — this is what makes the often thankless work of change worth the effort. And, because I’ve been around a bit, yesterday’s difficulty will quickly be forgotten; a fact which makes tomorrow’s challenges seem bearable.
What would you say is the most critical role of a leader during challenging times?
Without a doubt, leaders must lead from the front by clarifying the mission and restoring purpose and import to the objective. When things get tough, it’s human nature to become a bit focused and myopic to deliver the objective. A leader must help keep the long view in front of the team as a source of motivation and common purpose while recognizing challenges in the moment and breaking down whatever barriers he or she can. Leaders must be truthful (bullshit is detected a mile away) about challenges but motivate to overcome AND pitch-in when necessary; they lead the team but are also part of it.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
We like to engage by reminding them of the relationships they have with one another — when the person down the hall isn’t asking for something yesterday. Foster those connections. Every month we do a couple of things which seem to resonate. We ask people to compile “All About YOU” presentations where they share their personal story with the team. Where they grew up, pictures of their family, unique hobbies, etc., and it’s wonderful to see how people instantly open up when they’re asked about a favorite hobby, place they’ve lived or some other unique fact. It draws the team together and adds whole new dimensions we would have never otherwise seen. We also ask rotating team members to share and then speak to an article they read about a topic that’s important to them. “How to communicate to an introvert…” or something about “toxic workplaces” as examples. Whatever the topic, people bring their own experiences and insights to the table and finding ways for people to make meaningful connections as humans with desires and passions really draws out the appreciation and empathy for a fellow colleague.
What is the best way to communicate difficult news to one’s team and customers?
People realize things happen, mistakes get made — and they get over it more readily if you’ve built the credibility ahead of time. With that level of respect as a cornerstone of any good relationship, difficult news needs to be explained and then followed with a thoughtful plan…even if only high-level for the moment. Not only is this the right thing to do to solve a problem — but it shows a team is motivated and cares about the client. Ghosting them until the perfect strategy or response has been developed (and sometimes approved through multiple, tortuous layers) is sure to make the situation worse. Anticipate the questions, take swift action and over communicate.
How can a leader make plans when the future is so unpredictable?
Build an organization with adaptation and speed with a sound and deeply-held belief system to withstand the vacillations of the market and the more sustained winds of change. Be your harshest critic; do we still believe our purpose for being is relevant, unique and valuable? If not — pivot. Few know that Circuit City, seeing the writing on the wall, founded CarMax entirely on its own; a business completely distinct from the one it was currently engaged in. Yet, it had the foresight to appreciate the need to adapt and risk the side-glances to place a bet on its people; many of whom came over from Circuit City. In the past, “big” beat speed. Today, “speed” (and its kissing cousin adaptability) beat big.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
Don’t be afraid of change or deliberate pivots away from cash cows; instead plan for them. Business history is littered with the cautionary tales of those who believed they were protecting existing revenue streams or “core elements of the business” and squashing internal options to modernize. Kodak film, department stores, taxis — all once as American as apple pie and now dead or on life support.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
- Retrenchment: Strong companies use a crisis to tackle previously insurmountable problems. Weak or weakly-led companies retrench cutting drivers of growth such as R&D, acquisitions, marketing spend, etc., because of short-sided pressure.
- Faking It: Companies are often unwilling to share poor news with team members because they fear they’ll be upset or head for the exists…and left with a corporate brain-drain. As a result, often they fail to address systemic issues and deliver news and optimism that isn’t wholly reflective of reality. Most people in an organization are rationale and intuitive; they know when things are at risk and reward candor and honesty — even if you don’t have all the answers.
- Restructure Roulette: Having been in Detroit during the early 2000’s, I witnessed restructuring after restructuring; each more bold than the next in its assertions and each offering less believability than the last. Instead — consider a more substantive approach. If there are addressable, systemic issues facing a company or sector, take the hard steps to find and fix the root cause and communicate the actions, sacrifices and risk involved. To address any challenge, the team all needs to be pushing in the same direction to have a decent chance of coming-out intact and primed for growth.
Generating new business, increasing your profits, or at least maintaining your financial stability can be challenging during good times, even more so during turbulent times. Can you share some of the strategies you use to keep forging ahead and not lose growth traction during a difficult economy?
Leaders are under incredible pressure during a downturn to preserve financials, stem spending and maintain shareholder return. Breaking this cycle is incredibly difficult and requires buy-in from the rank n’ file and the support of an astute board. That said, downturns are an opportunity to re-focus a business, reallocate capital, intellect and other resources to finding new opportunities and unmet needs. During a period at Best Buy where I spent time, Hubert Joly the new CEO, focused on the strength a physical footprint offered by price-matching online retailers, investing in store refurbishment and associate training. All of these efforts required a focus on BBY’s USPs (unique selling proposition) and an investment in assets many had written-off as dead-wood from the last century. This is a perfect case study for thinking differently during a downturn.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
- Negative to a positive: When conventional wisdom says it’s all bad; look deeply and with fresh eyes into what others are missing and find the unexploited value. Pull ideas from unexpected places seeking the deliberately provocative if only as a way to stimulate creatively with the broader org.
- You don’t need all the customers — just the right ones: In the early 00s, Dodge famously embraced what seemed an antiquated position and drove it to brand and market success — the king of horsepower. They embraced their Detroit heritage (rather than running from it) as uniquely muscle and uniquely American when “the Big 3” were seen as down and out and found an un-tapped and loyal strain of customer in the process.
- Be Bold: In one of my first professional jobs I was told by an older colleague: “Right or wrong…go strong.” While I think this is still a piece of advice akin to riding the Titanic down I have learned where it can have value: be noticed and punch above your weight. When presented with options — pick the bolder option and the one that makes your hands sweat a little. It may not always work — but that’s preferable than a middling “C” effort (of course this is not a recipe which throws out risk and real analysis).
- Form a tight circle of peers: When times get tough and uncertainty reigns, leaders need peers and friends they can trust to come to conversations with genuine support and no agenda — just experience, candor and a functional mind. This circle is both a form of mental health for the leader and a group of consiglieres in whom the leader can stress-test options without fear of judgement or ridicule.
- Credibility & Focus: When times are tough leaders must make hard decisions — so make them. Listen intently, question your direction, seek new information but stick to your guns if you sense it remains the right thing to do.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“Each day you write a new chapter in your book of life…will anyone want to read it?” It’s a reminder that there is always work to do and new, creative ways to do it.
How can our readers further follow your work?
www.lifebridgehealth.org and I’ll always be posting recent panel talks and articles on LinkedIn.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Brian Deffaa of LifeBridge Health: Five Things You Need To Be A Highly Effective Leader During… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.
