MARGARET TRIETSCH MBA
SR. DIRECTOR, CONTENT STRATEGY AND DELIVERY
HEALTH CARE SERVICE CORPORATION
UNIVERSITY OF TEXAS AT ARLINGTON
Many corporations are now going through transformations and economic challenges; what leadership challenges are you facing in your organization/company and in your industry?
The health care and health insurance industries are at the center of national attention. There is intense focus on improving affordability and delivering quality care and increasing competition from disruptive players. More than ever, this requires leadership to stay
informed on the quickly changing landscape, be able to identify actions and activities that are delivering on objectives, and quickly adapt and change course as needed. Additionally, with the increasing move to technical solutions, digital competency is no longer relegated to the realm of information technology; it’s now an imperative that all leaders have an
understanding of and passion for digital solutions.
What experiences in your career best positioned or prepared you for a global leadership role?
I benefited the most in terms of preparation for leadership in projects that put me in a “stretch” situation, allowing me to play a role coordinating and guiding business partners from across the organization outside of my standard day-to-day duties. Examples include a company-wide employee engagement initiative and serving as co-chair for a representative based management steering committee. These groups offered diverse viewpoints of how activities impacted the organization at large, allowing increased understanding and insight into my own position.
What type of risks have you taken in your career, and how did they prepare you for the unexpected?
I took a risk by pushing deeper into a digital communications space before our area was quite ready for it, becoming an advocate for the increased use of technology and evangelist for online communication and collaboration tools. This helped prepare me for the unexpected by forcing me to stay educated and aware of current state and future opportunities in order to deliver against my recommendations.
What advice would you offer to developing and emerging leaders to leverage mentoring and coaching relationships?
As an emerging leader, we strike a balancing act. We’re beginning to be recognized as an expert in our space, but still also need to rely on the expertise and experience of others. My advice would be to be bold – don’t be afraid to ask those above you to provide direction and counsel. You have been placed in your position for a reason, and others want to help develop you. At the same time, be confident – if others are beginning to come to you and seeing you as a mentor, believe in yourself and offer coaching and guidance. This opportunity can also shine a light on where you can benefit from additional development.