People can appreciate what others do, the value of it and how it impacts the overall outcome.
This growing like-mindedness should become even stronger when g2o moves to a new space this year. Rather than being split up over two floors with lots of different pockets, the idea is to design a cohesive space so all three business lines know each other and work together in an organic way.
Gratz also brought in some new voices to the leadership team and moved people into different seats to really harness the power of the organization. It helps that Gratz is no longer the only one amazed at how great the organization is at delivery. She has other voices working to get people excited about accomplishments that seem normal to the long-term employees.
For instance, a client in the financial sector launched a huge initiative that went live at 11 p.m. Gratz asked if the team wanted her there, but they said it wasn’t necessary, she could talk to them about it in the morning. The next day, they reported that everything went fine. A couple minor changes needed to be made, but the metrics were off the chart.
“It was just this random, ‘Yes, Kelly, everything is fine,’” she says, “and I’m like, ‘Wait a minute, this is amazing. This doesn’t happen every single day. It doesn’t go as smoothly as it’s going, and we should be excited about that.’”
In fact, the ability to break the quiet was a signal to Gratz that the rebranding was on the right track. The name change was announced at an external site, and Gratz was a little worried that it would be greeted with crickets. However, after the 30-minute presentation, the employees erupted with applause and stayed for two more hours.
“It was just this confirming moment that they were as excited as I was about where the company was going,” she says.
Takeaways:
- Rebranding isn’t about one voice; it encompasses the organization.
- Leaders should model the way for others.
- Change is easier with a culture of transparency and collaboration.
The file:
Name: Kelly Gratz
Title: CEO
Company: g2o
Born: Yorktown Heights, New York
Education: Bachelor’s in marketing from the University of Dayton
What was your first job, and what did you learn from it? I was a waitress at Friendly’s. I learned to multitask. You have to know every one of your tables — where it’s at and how to keep it organized. Waitressing kept my brain thinking two steps forward. The other thing was, when you spill a drink on somebody, don’t try to mop it up. It’s your natural instinct, but it’s very personal space.
What was the hardest management skill for you to learn? Delegation and asking for help. I’m much better now, but I let our team know that I struggle with that. I’m very passionate about the success of this organization, the success of our employees, and I want the best for them. I have to ask myself, “Could I do it better, or can I let someone else do it?”
If you weren’t a CEO, what other job would you like try? Psychologist. I like helping people think about problems or how they approach things, which has to be based on who the recipient is. Plus, for whatever reason, people feel comfortable opening up to me.
Where might someone find you on the weekend? In the summer, I love golfing with friends and family. The whole family golfs.
In the winter, it’s probably at the grocery store. My husband and I cook for the kids every weekend. When I say we cook, I mean my husband cooks and I chop. He’s the real cook in our house, but he’s a whirlwind in the kitchen — so I chop and clean, and clean some more — and he puts it all together, but we have a lot of fun.
