Remember Who You Serve: Interview with Kyndryl Executive Michael Bradshaw
I recently went one-on-one with Michael Bradshaw. Michael is the Global Practice Leader for Applications, Data and AI at Kyndryl and was previously Kyndryl ‘s CIO. Before joining Kyndryl, Michael was the CIO of NBC Universal.
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Michael: My journey in the IT space has been shaped by diverse experiences that allowed me to gain a broad perspective across the enterprise. I initially started in applications, but I’ve had the opportunity to also explore areas like infrastructure management and cybersecurity. These opportunities gave me a full understanding of the technology landscape and a big-picture view that, I believe, helps me tackle challenges and problems from different angles.
One of the biggest lessons I’ve learned is the importance of stepping up when opportunities arise—especially the tough ones that others may shy away from. Early on, I made it a point to volunteer for projects that were crucial yet challenging, understanding those were the opportunities that would give me the best chances to grow. Taking on the toughest tasks, also gave me the opportunity to demonstrate leadership early on, because the true test of leadership is what you do in difficult times.
I learned early from Steve Burke, the former CEO of NBC Universal, who once shared, "Character is defined by what you do when nobody is watching." For me, in business, that translates to: What do you do when things aren’t going well and how do you carry yourself? In situations where projects encounter setbacks, many people look for ways to avoid blame. But the real impact comes from stepping in to fix the problem, owning the situation, and working with others to find a solution. Some of the most defining moments in my career have been when projects were failing, and someone needed to step up and take responsibility. Building a reputation as the person who can step in, assess the situation, and deliver results has been a cornerstone of my growth. Those experiences, coupled with the ability to see things from various perspectives, has helped me build and lead strong teams and foster a collaborative culture.
I’ve also learned the importance of context—success isn’t about copying and pasting solutions. Every situation requires adjustments. That’s the challenge and the fun part of this work: recognizing the nuances and tailoring approaches to fit the moment. You can't just take and lift something from one place to another and do it exactly the same. It's not one-size-fits-all. Context informs the strategy, which must then be tailored for a company's unique needs. Over time, I’ve gained the ability to apply broader strategic concepts to the specific challenges and dynamics of my organization, which is something I truly enjoy about my role. Solving these complex problems and finding ways through the “maze” of challenges is what makes this work exciting and fulfilling.
Adam: In your experience, what are the keys to leading a data-driven business?
Michael: The first step to leading a data-driven business is recognizing just how valuable your data really is–it’s one of your enterprise's greatest assets. A data-driven culture is one that understands how data can drive smarter decisions, improve efficiencies, enhance customer experiences, and so much more for your business.
Right alongside understanding how data empowers your businesses are your people. The key question is: do the people in your organization understand and prioritize how to use the data to make smart and informed decisions? It’s key that the valuable data within your business is being properly managed and governed by the people within your organization as it goes through various processes. And, perhaps more importantly, that the data is readily accessible for those that need it, so they can take advantage of it and extract actionable insights in real time.
Best example I can give of this shift is the need to move beyond static reports and leverage dynamic dashboards. This shift allows leaders to make informed decisions based on the most current and accurate information available.
Adam: What are the most important trends in technology that leaders should be aware of and understand? What should they understand about them?
Michael: Technology is always changing and we’re seeing new innovations every day. It’s critical for organizations to continue to experiment and invest in innovative solutions to make sure they are future-proofing their business. The patterns of disruption stay pretty consistent and the trick to staying ahead is being proactive and always building toward your business of the future. That way, you can steer clear of those dreaded “end-of-support” scrambles and keep your organization adaptable as the tech landscape evolves.
You don’t need to be an expert in every new technology; instead, focus on recognizing patterns of disruption. Great leaders create strategies and processes that let them roll with the punches and adapt to whatever comes their way. Take AI, for instance—it’s not just about knowing it’s out there. It’s about understanding how it might manifest, what implications it has for your business, and how you adapt to leverage it to your advantage. At the end of the day, it’s all about staying adaptable.
Adam: What is your best advice on building, leading, and managing teams?
Michael: Over the course of my career, I’ve picked up some valuable lessons about building and leading effective teams. First, understanding everyone’s intentions. People don’t show up to work intending to do a bad job—they want to contribute and do their best. However, not everyone is at the same level – whether that’s in comparison to themselves or their peers – and it’s the leader’s responsibility to recognize that. The real opportunity lies in understanding each team member’s potential, what skills they need to develop to reach that potential, and as their leader, how you can motivate and support them on that quest. It’s also crucial to separate emotions from decisions, so you can address challenges constructively and keep things moving forward.
Another lesson I’ve learned is the importance of perseverance. Challenges are going to happen—it’s just part of the deal. But there’s always a way to navigate and learn from setbacks if you stay persistent. Whether it’s a tough project or operational hiccups, the key is to keep seeking solutions, driving progress, maintaining resilience, and pushing forward.
Adam: What do you believe are the defining qualities of an effective leader?
Michael: I’m a big believer in the player-coach model of leadership. To lead effectively, you need to understand the work your team is doing at the ground level and in their day-to-days. Without that, it’s hard to offer meaningful guidance and demonstrate true empathy. The secret to building great teams is creating a culture of collaboration where leadership is part of the team and not a separate entity. When you focus on helping your team grow and succeed, that’s when you unlock their full potential.
Over time, being a leader becomes less about your own wins and more about the success of the people you lead. Teams stay motivated in this environment because everyone is held accountable—not just as employees, but as team members. It’s a culture where open communication thrives, and anyone can approach anyone else, no matter their title or position. That’s something I’ve prioritized in every organization I’ve led. Teams grow stronger when hierarchy doesn’t get in the way of collaboration, and the results speak for themselves.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
Michael: If you want to level up as a leader, you need to hold yourself accountable and keep pushing yourself. If things are feeling too easy or comfortable, it’s probably time to shake things up. Great leadership is all about continuous growth—whether that’s diving into something new, taking on a challenge that pushes your limits, or broadening how you see the world. The best leaders never stop learning, and it’s that drive to keep evolving that fuels innovation and makes them truly effective.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
Michael: The three best tips I can give to an entrepreneur or leader are:
Remember who you serve. No matter your role or industry, it’s crucial to connect what you’re doing to the people you’re serving to drive the biggest impact. If you can’t clearly see how your actions benefit others, it’s time to reassess.
Ensure your actions align with your organization’s mission. Constantly question if what you’re doing is contributing to the mission’s purpose. If it’s not, refocus and pivot as necessary.
Surround yourself with people who are better than you. The best leaders are those who aren’t afraid or intimidated to hire or partner with individuals who challenge them and expand their knowledge. This is how you elevate your organization and prepare for the future.
Adam: What is the single best piece of advice you have ever received?
Michael: The best advice I’ve ever received is simple yet powerful: You have two ears and one mouth—use them in that proportion. When you listen more than you speak, you absorb information more effectively, can better understand other people’s perspectives, and respond more thoughtfully.
Adam Mendler is an entrepreneur, writer, speaker, educator, and nationally recognized authority on leadership. Adam is the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one-on-one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal-winning athletes, political and military leaders - for intimate half-hour conversations each week. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities, and non-profit organizations. Adam has written extensively on leadership and related topics, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders. A Los Angeles native, Adam is a lifelong Angels fan and an avid backgammon player.
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