7 life lessons on leadership during COVID and beyond

Jeremy Bloom, founder, and CEO of Integrate shares the key points of the conversation with great people.

Whether employees and customers are seen at home via video calls and whether our children are being taught in the meantime, the COVID pandemic has revealed an important fact: we are all people with similar challenges, regardless of the situation. we offer in an office environment.

This perception, as well as the desire to assemble a complete team that suddenly moved house, led Jeremy Bloom, founder, and CEO of Integrate, to hold weekly meetings at the virtual city hall with special guests with a wide variety of launches. a variety of experiences. In March, Integrate employees listened to high-tech CEOs, highly competitive athletes, a professional climber, a Minneapolis police officer, a neurosurgeon, and even Bloom’s sister, whose life was captured in the movie Molly’s Game.

In this interview, we learned from Bloom about the incredible insights gained through these city hall meetings and how they can be applied to better address the ‘new normal, both personally and in our role as entrepreneurs.

Question: What do you want our readers to know about you?

A: My name is Jeremy Bloom and I am the founder and CEO of Integrate. We are a B2B SaaS marketing company with almost ten years of existence. We help B2B marketers to develop their mindset and ability to generate new customers, new leads, and new customers worldwide.

We have nearly 300 employees worldwide and an incredible range of customers, world-class companies, world-class marketers such as Adobe, Microsoft, Salesforce, Verizon, and so on. We are very excited about what we are doing and we focus on offering happiness to our marketers, which is really one of our biggest goals.

Q. I know that you too have a long history as an entrepreneur and leader in this field. So, in addition to your direct role as CEO, how is your perspective shaped?

A: I think we are all shaped by our experiences. In this way, we really grow through our successes, but also through the inevitable setbacks of our past. I spent most of my teenage years and early 20s as a senior athlete. When I was 10 years old, I knew that I wanted to ski in the Olympics and play in the NFL, so since I was a kid, I was on the right track to pursue these two goals and athletic dreams.

And I managed to achieve both goals: I sailed to the US twice during the Olympics and was called up by the Philadelphia Eagles and spent time with the Eagles and the Pittsburgh Steelers.

During my teens and 20s, my perspective was shaped by playing on a football field or skiing on a ski slope. I think it prepared me for entrepreneurship in many ways. One of the most difficult parts of being a CEO and founder is dealing with your psychology first.

If you are a founder or CEO, especially in the early days of a startup, but almost every day, you will wake up 24 hours a day, 7 days a week in the morning and you can be sure that your business will be very successful and that you can’t be anymore. enthusiastic about what it is, does, and where it comes from.

And during lunch, you will receive several emails and a phone call to remind you that your business is not going to last all month. These big emotional fluctuations can occur on a daily basis. And our ability to reach highs and lows, keep our heads above ourselves, and separate the signal from the noise, determines our ability to succeed or fail.

I learned in football and skiing that you win one day and lose the next. Some days you will be the best in the world and some you will not get the best job. On some days you win for 40 points. Other days you are defeated by 60. So you are always on this emotional roller coaster. There are always ups and downs and it is essential to developmental muscles to deal with these emotional ups and downs. This is true for all of us because life takes a turn and goes up and down, especially if you are a founder or CEO since the spotlight is usually big and bright.

Question: How can you silence these rumors professionally and make your own decisions, especially at a time like this, where the challenges are so great? How do you stay calm and approach these things with common sense and trust your decisions when there is so much noise around you?

A: We need to be able to see the forest because of the trees. We need to zoom in at higher altitudes and look through the telescope of life, instead of focusing on what is being explored.

When these experiences happen in our lives, we often analyze every inch of the problem and do not have a long-term perspective, because we lose it in the emotional state of chaos. So, remember to ask the questions first when chaos comes and gather all the information. Very rarely do we have information in this state of chaos. Therefore, we need to remain calm and ask questions and understand the most important factors that contribute to you being in this situation. This is the first step.

After all the data has been collected, it is time to define the plan. We need to talk to other people about this plan, we need to find information from other people. And then we have to define and implement the plan.

There is this gravity in times of chaos that forces you to solve it: create the game plan before you have the game plan. This is a big mistake because we often go the wrong way to solve the problem because we don’t even understand it.

Q: We are in an era where business goals, strategies, and even on a personal level – everything has changed dramatically this year. So, from your perspective as a leader, how can you ensure that you can still achieve those goals and change so quickly?

A: I remember a guest speaker we had at one of our city halls, called Carrie Garten. Carrie was a synchronized swimmer at the Sydney Olympics. He made a devastating mistake in the first ten seconds by jumping into the pool for the Olympic final. He had to find a way to stay calm because he had five minutes left in the routine.

She got it right and didn’t make any more mistakes, but ended up hurting the team. She was very touched to talk about it, even 20 years later. But she said that he taught her to be dynamic; he taught her to think fast and respond to different situations. He told how he now uses it in his life as a senior executive.

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