I am an enterprise-minded executive with extensive leadership experience in business development, recognized for building effective sales teams and optimizing relationships with customers and manufacturers’ representatives. As an unflappable, data-driven, collaborative problem-solver, I am biased toward action. I value mutual trust, candid discussion, commitment to decisions, ownership of outcomes, and achieving results.I am personally driven to develop effective, functional teams, placing great value upon:• Trust. Based upon vulnerability, trust is the necessary foundation of healthy teams. Such trust requires honest self-awareness with no fear of admitting the truth about oneself and one’s performance. A team with this type of trust flourishes and succeeds together. • Constructive conflict. Regular, candid, and productive debate/discussion around issues creates a "constructive tension" based on trust and propels the team forward.• Commitment to decisions. Such commitment is based upon a clear understanding of what has been decided and requires the “buy-in” of members (with or without consensus). The key element is the ability of team members to present a united front, speaking with one voice. • Ownership of outcomes. This is the peer-to-peer reality of holding one another accountable. Jocko Willink and Leif Babin would say such “extreme ownership” is crucial to successfully completing the mission (Extreme Ownership, St. Martin’s Press, 2015). I agree.• Focus on results. Since results matter, distractions must be eliminated to maintain disciplined focus, driving the team toward accomplishment. [Adapted from The Five Dysfunctions of a Team by Patrick Lencioni (Jossey-Bass, 2002)]My calling as a leader is to hold and exemplify the virtues described in The Ideal Team Player by Patrick Lencioni (Jossey-Bass, 2016) and to recruit and develop team members who do the same.• Humble. Sharing credit and emphasizing the team over self, while defining success collectively rather than individually.• Hungry. Unselfishly desiring more responsibility, thinking about the next steps/opportunities, and being self-motivated and diligent. • Smart. Common sense about people. Intuitively understanding what is transpiring in a group situation and how to most effectively relate to others (EQ, not IQ).