I recently went one on one with the Honorable Michael Montelongo, a board governance and audit committee financial expert serving on several boards including Conduent Inc, Herbalife Nutrition Ltd, and the Larry H. Miller Management Corporation. Michael is the president and chief executive officer of GRC Advisory Services, LLC, a private firm specializing in board governance, risk management, and compliance matters for private, public, and social sector organizations.

Michael was a Pentagon appointee in the Bush White House. As the 19th assistant secretary of the Air Force for Financial Management and Comptroller, he served as the chief financial officer managing a budget of over $120 billion and financing two major combat operations for the world’s largest military aviation and space force where safety and quality protocols are paramount. After concluding his tenure at the Pentagon as Acting Secretary of the Air Force, he served for eight years on the NASA Advisory Council and later, nine years on the board of The Aerospace Corporation, the nation’s premier national security space and satellite mission assurance company.

Before joining the Bush administration, Michael was an executive with a global management consulting firm, a regional telecommunications company, and completed a career in the U.S. Army that included line and staff assignments, a Congressional Fellowship in the U.S. Senate, and service as an assistant professor teaching economics and political science at West Point.

Adam: Thanks again for taking the time to share your journey and thoughts on leadership. For those not familiar with your “Angels Along the Way” journey, how did you get here? What key experiences and lessons took you from the Lower East Side to the Pentagon and 9/11 to the boardroom?

Michael: Thank you, Adam. This being Hispanic Heritage Month and the 9/11 anniversary, it’s an ideal time to share this story with you and your audience. “Angels Along the Way” is my attempt to trace the not-so-straight-line journey I took, as you say, from New York City’s Lower East Side to the Pentagon on 9/11 to the boards I now serve. In doing so, it’s my tribute to the many people, I call them angels – my parents, relatives, teachers, friends, colleagues and mentors – who played significant roles in shaping my thinking about life, faith, career, and leadership to help me make informed and prudent choices. Getting from “there to here” is a classic “only in America” story about prevailing beyond one’s inherited circumstances – made possible by these many angels.

My parents, Miguel and Elena, were my first angels in the Lower East Side of New York City during the 1950s, 60s, and 70s. Being born to blue-collar, working-class Latinos with limited grade school education and living in public housing in dangerous inner-city neighborhoods is an ominous start for any youngster. The likelihood of rising above such circumstances was very low then and an environment that is not unlike the inner-city challenge many minority families face today. That’s why my mom, the oldest of eight in Puerto Rico, and my Mexican-American dad from a family of nineteen in a Tex-Mex border farming town instilled in their children that a quality education – no matter one’s circumstances – coupled with ambition, determination, and a strong work ethic is the springboard to opportunity, an enabler for social and economic mobility, and a path to responsible citizenship. To this day, I am a firm believer that every young American – especially inner-city children – needs and deserves a quality K-12 experience. As Tim Scott recently said, “a quality education is the closest thing to magic in America.”

That is why my parents rejected the public schools in our neighborhood because they were infested with gangs, crime, and drugs; instead, despite very limited economic means, they sacrificed mightily to send me and my siblings to parochial schools so we could get the education they did not. I grew there in a faith tradition that emphasized “leading by serving” modeled by teachers who were my next angels who guided and mentored me and, in high school, suggested I consider West Point for college – a choice that was prophetic in ways I could only appreciate years later. West Point became the gateway that – along with hard work, luck, timing, skill, and more angels – led to other remarkable leadership experiences like Army Airborne and Ranger training, Harvard Business School, a fellowship in the US Senate, a White House appointment, and, later, a career in the corporate ranks with fluency in all three sectors – private, public, and civic. 

Each experience prepared me for the next; each experience was a lesson in servant leadership shaped by my faith and the military traditions of selflessness and “mission first, people always.” It’s not surprising that each experience was also my turn to be someone else’s “angel along the way.”

All these milestones bring my story to present day where I have another opportunity to pay it forward, not on the “battlefield,” but now in the boardroom. I serve on several corporate and nonprofit boards and consider directorship to be service that is as meaningful, purposeful, honorable, and selfless as my military service – a calling to positively impact the companies I serve and their respective constituencies.   

In terms of key lessons, two consequential events have stress-tested all this mentoring, training, and preparation. The first was during my service in the Bush administration as an assistant secretary in the Defense Department and the Air Force CFO. After I was sworn into office, my original goal in August of 2001 was to transform the Air Force CFO function into a more effective and efficient business-like operation – and then came 9/11. I was in my Pentagon office when the third hijacked plane hit and shook the building as if a massive earthquake had hit us; instantly, I became a wartime CFO financing two overseas wars but still had to complete my finance transformation mission. Fortunately, I had a great team and we worked together tirelessly to support each other, prepare for, and execute our collective missions. In memory of those who perished on 9/11, all of us were determined and committed to doing what had to be done to defend the homeland and deliver an unambiguous response to our adversaries.

The second crucible event is happening now – the pandemic, economic lockdown, and civil unrest “perfect storm” that is exacerbating the VUCA world we already live in. VUCA is a military acronym for volatility, uncertainty, complexity, and ambiguity which describes disruption on steroids. In an environment where such conditions exist, it is essential to have leaders trained in crisis leadership; experienced with business continuity and wargaming; and skilled in adaptability, agility, and improvisation. Such an environment calls for a higher standard of leadership manifested by leaders who are unfazed and unnerved by VUCA; who refuse to panic, be overwhelmed or immobilized; who exercise calm and thoughtfulness before acting; who slow down long enough to really determine what’s needed; who are not consumed by the efficient and urgent, and focus instead on the effective and important; who are internally guided by a firm north star and purpose; who are open and authentic and inspire credibility and trust. This is the kind of leadership and prudence I learned from my angels along the way and the kind of insight and demeanor I’m putting to good use today in my boardrooms.

Adam:  What are the best leadership lessons you learned from your time in the military?

Michael: I touched on some of them in my previous response but I’ll drill down a bit more. From my time as a West Point cadet, I was immersed in a culture that professed “mission first, people always” and “the troops always eat first.” These tenets – get the job done while caring for teammates and put the welfare of others before your own – are deeply imbedded in the DNA of our nation’s military and me. I’ll confess to bias in saying that the military profession and the art and science of leadership are synonymous. Sure, there’s a longstanding stereotype suggesting the military is rigid, regimented, and inflexible which, in part, stems from the institution’s history, traditions, and structure; however, in practice, the military is arguably the nation’s best leadership laboratory and training ground for selfless leaders of character – not just at the top of the pyramid but throughout the entire enterprise. 

The military instills timeless leader fundamentals – a meaningful purpose and mission that motivates everyone to be part of something that’s larger than themselves; and the imperative to always set the example and lead by serving others, which is the classic definition of servant leadership. As it turns out, these military leadership lessons complemented what I learned early on from my angels and faith about “leading by serving.”

Adam: What are the best leadership lessons you learned from your experience serving on corporate boards?

Michael: Although by definition these are different environments, leadership lessons in the “battlefield” transfer quite well to the boardroom. What I have learned so far in my board service is how relevant military leadership principles are in the boardroom and how much more effective boards can be by applying the fundamentals of high-performing teams. In a post-9/11 and COVID era, I’m pleased to say, many companies and boards are discovering and appreciating that military service is an incredible lesson in strategic and operational leadership, problem-solving, and crisis management that transfers very well elsewhere – especially in VUCA environments. For example, the ability to work as a selfless team member and get along with and work with all types of people; to work under pressure and meet deadlines; to understand, analyze, and distill large amounts of information; to perform in any location, climate, and geography; to systematically plan and organize; to flex and adapt; to emphasize safety and risk management; to self-direct and take the initiative; to commit to high standards of quality and excellence; to adopt a global outlook; to be concerned about the community environment; and to exercise physical and mental self-discipline – all leadership skills and competencies that spell success in military and corporate settings alike.

Adam: In your experience, what are the defining qualities of an effective leader?

Michael: One simple yet profound leadership model I have found to be relevant everywhere I have worked, whether it’s troops in the trenches or colleagues and co-workers in cubicles, is the Army’s Be – Know – Do model. In other words, what the leader must be, what the leader must know, and what the leader must do for the people and organization he/she serves.

BE – This is all about one’s character and demeanor as a leader and who this person is at his/her core. The leader is expected to behave in a manner that is consistent with his/her personal core beliefs and the organization’s values –like loyalty, duty, respect, selfless service, honor, integrity, and personal courage. These are “mission first, people always” and “troops eat first” leaders: tough-minded and determined yet caring and compassionate – those with the courage to do what is right regardless of the circumstances or the consequences. They must be all-in, all the time. Applied to the corporate world, we’re talking about individuals with high ethical standards, a high EQ and self-awareness quotient, a strong people engagement track record, calm demeanor, a preference for circumspection, and a heavy dose of humility.  

KNOW – This is about the mastery of knowledge and skill sets – interpersonal, technical, tactical, and strategic – that enables the leader to accomplish the mission. It’s also about leaders who are lifelong learners who understand that to learn, they must be humble. And those who are humble are likely self-aware – and if they are self-aware, they’re more likely to learn.

DO – Leaders must act to influence, operate, and improve; they must act to anticipate (project what lies ahead) and navigate (course correct in real time). To do so, they combine everything they are, everything they believe, and everything they know how to do to give the organization purpose, direction, and motivation. These leaders prepare to act by cultivating a readiness discipline. Such leaders are comfortable in the uncomfortable world of VUCA and know how to strengthen and nurture their people because they are successful in creating healthy, safe, and trusting workplace environments where everyone is treated, respected, dignified and served as he/she would like to be.  

Adam: Who are the greatest leaders you have been around and what did you learn from them?

Michael: I have had the amazingly good fortune of witnessing and experiencing leadership practiced by senior public and military officials, board directors, CEOs, and many in between. From them I mostly learned how to engage as a senior leader by employing a mix of strategic and soft skills. As I pointed out in an earlier question, it was from my “angels along the way” that I learned timeless leader fundamentals and principles – angels like my bride, a clinical chaplain specializing in palliative care, who is healing hearts, stirring souls, and touching lives daily and inspiring me by her example. She is one of many servant leadership role models who have taught me the value of determination, dedication, and devotion; the importance of character, commitment, and the courage of my convictions; and the imperative of a determined work ethic and strong service ethic. Taken together, these essentials have steered my life to this day.

Adam: How can leaders and aspiring leaders take their leadership skills to the next level?

Michael: Using the Be-Know-Do model I previously introduced, we can all take steps to build on who we are, what we know, and what we do to be better leader practitioners. Be certain of yourself, your values, convictions, and purpose; demonstrate your character in everything you say and do; always set the example and the right tone; perform at a high level and build your credentials to establish credibility; then serve selflessly in your role and pledge to make a difference for everyone you serve and care about. Be an excellent listener and communicator – in that order. More than ever, leaders need to listen – and especially to what they do not want to hear.

Never stop learning. The more senior you are, especially in high-profile positions, the more you need to learn. Read, study, practice, and repeat often. Join professional organizations to meet, build relationships with, and learn from equally dedicated, high-caliber, and accomplished peers. As my mom and grandma repeatedly said “surround yourself with those who know more than you” and learn from them.  Learn to be tri- or bi-lingual by becoming a tri-sector or multi-sector leader. Today’s global business climate increasingly seeks leaders who are tri-sector, if not, bi-sector fluent because that kind of background enables such leaders to leverage the strengths of all sectors (private, public, and civic), bring those insights into the boardroom, enrich the dialogue, and elevate the quality of decision-making. Commit to improving your self-awareness quotient by always being receptive to feedback and acting on it.  

Perform your duties like you really mean it, not just as a responsibility or duty – which it is – but because you believe in the mission; you see it as a vocation, a privilege and honor to serve and do the right things right. A passion for service simply means directing one’s energy to making a contribution and making one’s organization better off than you found it. That kind of spirit is powerfully infectious.

Above all, be humble. From what I’ve observed in all my careers, the best leaders are humble leaders who act with courage and clear intent, in an authentic, engaging, and self-effacing way. Companies with humble or servant-leader executives are more likely than others to have upper-management teams that work smoothly together, help each other and share decision-making. 

Adam: What is the best advice you have on building, managing and leading teams?

Michael: Thank you for asking this, Adam, because as I previously suggested, I believe boards can be even more effective by applying the fundamentals of high-performing teams. The concept of teams today means different things to different people and organizations for different reasons and probably more so because of what we’re all experiencing.  But there are common themes that are timeless. Building, managing, and leading teams is about the art of fostering a strong sense of purpose and selfless teamwork – a feeling that, no matter what, we are all in this together. While there’s always room for high performers, there’s no tolerance for prima donnas or showboats. It’s about creating a highly productive team that can communicate, cooperate, and innovate in an atmosphere of mutual trust and respect.

Start by assembling the right people; give them a compelling reason for being – a meaningful purpose so that everyone feels they are part of something larger than themselves; set the example and create a healthy culture where everyone is treated, respected, dignified and served as they would like to be and promote selflessness – that is, troops always eat first; define what success look like and empower them to achieve it; trust them and unleash their greatness by giving them autonomy; and engage and communicate with them daily.

Today’s team leaders must possess the finesse to reach each individual and the power to drive collective momentum, ensuring the group gels and works well together and remains focused on the right priorities. In sum, creating winning teams – and, by extension, high-performing boards – is about having the right people with the right skills and experiences at the right time doing the right things right.

Adam: What are your three best tips applicable to entrepreneurs, executives and civic leaders?

Michael: I’ve covered some of this in my previous responses so here’s a three-point distillation.

1. Believe in and challenge yourself. Believe in who you are, in what you know, and what you can do, and commit to improving it all. Hold firm to your values, convictions, and purpose; be physically and mentally tough. Filter out noise and distraction, be and stay centered, be a lifelong learner and learn to see patterns, and then work hard and widen your aperture – broaden your horizons, attain tri-sector fluency, expand and nurture your relationships, and assume more responsibility. Challenge yourself to anticipate by looking over the horizon and around the bend; then communicate and collaborate with your constituencies to prepare for the unexpected so that when the extraordinary happens, you and the team are organized, trained, and ready to face and navigate it together. In short, resolve to learn, grow, contribute and serve all the time.

2. Be skeptical of and respectfully question prevailing guidelines. Resist adopting legacy or popular thinking without stress-testing it for relevance. Reject the complacency that can set in when conventional wisdom dominates the dialogue. Part of a leader’s value-add stems from his/her ability to consider the views of others and learn from the past but also to jettison stale approaches and envision new paths and ideas.

3. Decide if your leadership role is just a job or a calling. It should be the latter. Make a standing commitment to provide engaged leadership that positively influences beliefs, behaviors, and outcomes for your organization. Be a compelling, credible champion who creates a clear vision, sets a strong example, and shows a determination to achieve collective success. Be all-in, all the time. Resolve to be a leader of character and know that one test of character is the willingness to stand up to pressure and make hard choices even when they’re unpopular. Be the kind of listener and communicator who can discover and tell engaging stories to make sense of a situation and imagine a future; help your team make connections between today’s experience and future possibilities. When you do this and treat leadership as a calling, you can lift your team to extraordinary heights.

Adam: What is the single best piece of advice you have ever received?

Michael: The best piece of advice came in admonitions from my mom and grandma. Growing up, I remember them saying “dime con quien andas, y te diré quien eres” which means “tell me who you associate with and I’ll tell you who you are.” I later learned and appreciated the importance of associating with organizations and colleagues who have strong ethics codes, a strong service orientation, and a strong commitment to employees, their families, and the communities they live and work in – traits that represent a “mission first, people always” dedication and work ethic that translates into a best practice “tone at the top” governance model. In all my careers, I have been fortunate to be on teams, companies, and boards who cultivated these traits and have stellar reputations.

Adam: What is one thing everyone can do to pay it forward? 

Michael: Very simply, one way everyone can be an “angel” to someone else and have measurable impact is to serve others. More specifically, find a way to serve our country or help someone else do that. Today, our country faces profound challenges but lacks common purpose. Divides in our society — regional, racial, religious, and economic — overshadow the values that unite us. Trust in one another is at a historic low. To heal, we need to reconnect with one another and rekindle a sense of shared responsibility and purpose.

Imagine what we could accomplish if a generation of young Americans spent the next year serving their fellow citizens in our schools, our health centers, our parks, and in our communities that are struggling with poverty or disaster. And, because of such an experience in selfless service, imagine how much more connected these young Americans might be to their American citizenship. That’s why I’m working with General Stan McCrystal’s Service Year Alliance, the nonprofit that envisions a future in which a year of full-time national service – a service year – is a cultural expectation, a common opportunity, and a civic rite of passage for every young American. Each person can fulfill his or her national service obligation by joining the military – as I did – or by completing a full-time civilian service year through programs such as Teach for America, AmeriCorps, and the Peace Corps, or any eligible nonprofit – an idea that should be as common as going to high school or college.

A year of full-time service can restore a sense of common purpose and unite the most diverse nation in history, connecting people of different backgrounds to solve public problems together. It can inspire the next generation of young Americans to serve for a year and, in the process, forge them into the active citizens and leaders our nation needs.

Can you imagine a future where young Americans across the country turn to each other and ask, “Where will your year of national service be?” National or public service is not a panacea; but it certainly is a prudent start to pay it forward to a country that has given so much.

Adam: Is there anything else you would like to share? 

Michael: Besides what I’ve already shared about my “angels along the way” journey, my first practical exposure to leadership happened when I was the “leader of the band” for my “rock” bands at every education stage – in grade school, high school (where we won the New York City “Battle of the Bands” contest), college, and grad school (where I got the nickname “la bamba” which also happened to be my “call sign” in the Air Force). In leading these bands, I learned first-hand about what it takes to motivate and lead a high-performing team, building coalitions, persistence, project and production management, logistics, sales and marketing, and communications – all skills that later became part of my professional career toolkit. From these musical “gigs” I learned that leadership lessons can be found in every experience – from the church basement where we rehearsed, to the battlefield where life and death hangs in the balance, to the boardroom where companies are dealing with the current crises. My advice is always be present and look for and embrace these lessons in all aspects of life – they will serve you well personally and professionally.

Finally, I began this conversation with you and your audience by saying my journey is a tribute to my many “angels along the way” who paved the way for me.  I also want to close with a heartfelt “thank you” and abrazo (hug) to all of them – a “thank you” for guiding and lifting me up when I fell short, for lighting my path, and teaching me to be an angel for others.