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A colleague recently asked me who was the greatest influence in my life. Without hesitation, I replied, “my grandparents.”
I recall that my grandfather and grandmother came over every Sunday to be with my family. This was important to me because my dad worked every weekend. They taught me how to read, helped me develop a love of learning and took me to my first ball games.
It was their example, however, that inspired me the most. They were selfless in how they treated my each of us. They thought the best of everyone, listened well and never judged. They were nurturing toward my siblings and me, and their kindness shaped our characters. They were there for all of us, and nothing was more important to them than family.
My grandparents never lectured us on the importance of these values. They simply lived them and became our role models.
I aspire to be like these two amazing individuals, taking care to remember that the example I set through my character and actions speak louder than any words.
I believe that you may belong to one of the greatest generations of our time. You follow in the footsteps of other individuals who accomplished amazing things before they were 30. Steve Jobs co-founded Apple at age 21. Bill Gates co-founded Microsoft at age 20, and fellow Millennial Mark Zuckerberg co-founded Facebook at age 19.
So be proud of your considerable talents and ambition. Use your mastery of technology, your competitive spirit and intensity, your creativity and your aptitude for collaboration and communication. These gifts prepare you well for success in life and work.
It is important to remember, too, that all great people have had great mentors who have inspired and guided them. Bill Gates views legendary investor, Warren Buffet, as a mentor, and Gates himself has been an important influence on Mark Zuckerberg. Similarly, you should find people from whose knowledge and wisdom you could learn. Buffet said the key to success is to know who to be the batboy for. Good mentors can teach you how to avoid the mistakes and landmines that can harm your reputation and career prospects. Additionally, they can arm you with the knowledge and skills to perform at your best.
Certain concepts are timeless: sacrifice and struggle for long-term success; going the extra mile to reach your goals; if you get knocked down seven times, get back up eight; and so on. Mentors can help you with these vital lessons, especially when you are struggling. They can give you the support and guidance to help you get back on your feet and embrace something Abraham Lincoln once said: “Things may come to those who wait, but only the things left by those who hustle.”
In my previous post, I wrote about the great potential of Millennials. How do we help them reach this potential and motivate them to perform at their best? I think it starts with respect. They have lots of ideas that they will want to share. They are not afraid to go to the CEO during their first week of work and to make suggestions. This happened to me recently, and the suggestions were good. Listen to them. Hear them out. You may need to advise them on the “how” and “when,” but do not dismiss them. Keep them engaged.
Another thing to keep in mind is that Millennials are not patient. They want a lot of responsibility fast, so give it to them. They will surprise you with what they can do. Empower them or risk losing them to another employer or losing their full commitment and energy. Approaches like Ken Blanchard’s Situational Leadership® II and Situational Self Leadership are structured ways that can help both managers and their Millennial team members. Managers can learn how best to lead and develop their people according to their needs. And Millennial team members can learn to develop effective self-leadership and self-reliance.
Here are a few tips for mentoring and coaching your Millennial team members:
We have been blessed with some incredible generations that have built and maintained our country. The founding fathers fought for our independence and constituted the great federal and state governmental institutions that are still the engine of our country. The Civil War generation gave its life and blood to preserve our country and end slavery. The WWII generation toiled through a horrible Great Depression and led the defeat of Hitler’s Nazi regime and of Japanese imperialism.
The Millennial generation, which includes those born between 1981 and 2000, seems to get bad press. “Entitled,” “lazy” and having “unrealistic expectations” are words often used to describe Millennials. Indeed, every generation seems to underestimate the next. Plato wrote 2,500 years ago how his contemporaries worried that the next generation of Athenians were too soft, not hard working and wanted success without effort. Every generation since then has likely expressed the same judgments about the generation following it.
Yet, the young can do amazing things. Alexander the Great conquered most of the civilized world by age 26. Alexander Hamilton was 32, and James Madison was 36 when they led the writing and adoption of the United States Constitution. Albert Einstein was under 30 when he published the great theories that sparked a quantum leap in science and technology. We should never underestimate the next generation of talent.
I believe that Millennials could turn out to be one of the greatest generations of our time. They have three advantages instrumental to their success.
One, they have grown up during the tech revolution, making them the most technologically savvy and information-intensive generation of all time. The world is changing dramatically because of the Internet and digital technology, and Millennials understand it best.
Two, Millennials are achievement-oriented and used to working under pressure. Although this notion contradicts the popular view, Millennials study harder in middle and high school. Many take a plethora of advanced academic classes and study longer hours than did the baby boomer generation to which I belong. Today, getting into college is more competitive and puts greater importance on class work and test scores. In addition, many participate in intense, performance-based activities, such as club sports and dance, a fact that prepares them well for the highly competitive work world.
Three, Millennials know how to collaborate and communicate effectively with their peers to get work done. This skill is vitally needed in the real world and can make the difference between productive results and failure. I noticed my oldest would do school work with her classmates. I asked her if that was allowed since it had been considered cheating when I was in school; work was always done on your own. She said that the teacher encouraged them to study together. I realized the brilliance of this idea since one of the biggest difficulties at work is to practice open collaboration.
So here is a generation that is equipped with the skills to succeed today and tomorrow: superior in technology, competitive, high achieving and adept at collaboration and communication. The Millennial generation will lead the way to solving the most pressing economic, social, political and environmental issues in our history. And those of us from earlier generations who work with Millennials should not only encourage them, but also should collaborate and learn from them.
A team member who follows Stephen Covey on Twitter recently sent me one of his posts: “Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves. Are you such a leader?”
Covey’s post makes me think of The Wizard of Oz. Behind the smoke and mirrors, the Wizard is an ordinary man whose true power lies not in magic, but rather in his ability to help Dorothy, the Scarecrow, the Tin Man and the Lion see the innate strengths already within them. I am reminded to be just this type of leader, one who helps people believe in themselves and in their ability to accomplish what might at first glance seem out of reach.
As leaders, we must ask ourselves if we are inspiring our teams to live up to their own greatness. At times, they may have doubts that they have what it takes to succeed.
Our role is to help our people cultivate their full potential by investing in their development and nurturing their talents and aspirations. And as our people gain confidence and grow, our businesses, too, will grow with them.
Earlier in my career, I had talented people on my team who would perform excellently for a time, and then their performance would deteriorate. My approach was to look first at my own performance as their manager and to see how I potentially contributed to this deterioration.
That introspection taught me 10 things I could do to motivate my people to perform at their best:
My wife and daughter recently watched the ESPN special, The Brady 6, about the events leading up to and after the selection of Tom Brady in 2000 as the New England Patriot’s seventh quarterback. I was somewhat surprised that they would watch a one-hour football show but then realized it told an inspiring story that could appeal to everyone. I highly recommend this documentary, which chronicles Brady’s rise to the top from humble beginnings—the story of someone who became great through sweat and determination, rather than through sheer talent.
Brady was the 199th draft pick during his senior year. With six quarterbacks picked ahead of him, he was drafted in the sixth round. He had been overlooked because physically, he had the worst combine (an athletic workout) of any quarterback likely in history. He was slow and did not jump very high. Additionally, he did not have the greatest arm and could not throw a tight spiral. In his senior year at the University of Michigan, Brady split the starting quarterback role with a newcomer, and NFL teams questioned why he lost the starting position.
As you watch the documentary, you learn that Brady outworked and out-prepared the other quarterbacks drafted that year. Except for maybe Payton Manning, he probably continues to outwork and out-prepare all NFL quarterbacks. Today, Brady holds numerous regular season and postseason records and is one of two players in NFL history with multiple NFL MVP and Super Bowl MVP awards. He is now widely viewed as one of the best NFL draft picks of all time.
Tom Brady’s story shows us that hard work and preparation, more so than natural gifts, are crucial to success. He overcame the odds and excelled at something he was truly passionate about. Rather than expecting greatness to be bestowed upon him, Brady earned it through determination, dedication and drive—a lesson from which we can all learn.
I recently spoke with someone who just opened his business but has lost his confidence. He feels that his people do not respect him because of mistakes he has made and because he no longer believes in himself. He asked me:
I, too, have experienced doubt and difficulty, as has every successful entrepreneur. All of us have had times in our careers when we have questioned our abilities and lost our confidence. These moments that test us, however, can strengthen our character and ability to lead, if we do not let them defeat us.
Experience has taught me the following lessons to weather adversity and emerge a more effective and inspiring leader:
When things are not going as well as we have planned, we should remember what Jack Welch said in his book, Winning: “Whatever you will accomplish is restricted by your ability to lead others.” We measure our success by the effectiveness of our leadership, which takes hard work and skillful practice of the fundamentals.
Exude the right energy; teams take their cue from you.
Your team feeds off your energy, so demonstrate confidence, enthusiasm, passion and vision in everything you do. Uphold clear standards and expectations while providing knowledge, coaching and guidance.
Build a strong relationship with your team.
Determine how well you are connecting with your team. Do people feel that you care about them and have their backs? Do they feel their lives are better by being on your team? Are they engaged and motivated?
Be tough and consistent.
At times, you need to be tough in a relationship. Firmly holding people accountable to a high but achievable standard drives them to succeed. Teams lose confidence in leaders who appear inconsistent and allow them to become stagnant.
Lead by example.
Your example and intensity sets the bar for the team. Your character, integrity and follow-through create trust and bind the team together.
When I entered the workforce, I sought experiences that would teach me vital skills for the future and build my confidence. Although many of my peers wanted to find jobs at companies that would carry them to retirement, I wanted to rely on myself and become a successful entrepreneur.
During the first ten years of my career, I focused on honing the skills that would make me a successful business owner. Ultimately, I learned that I needed to excel at two things: sales and relationships.
In the beginning stages of a business, the owner is usually the number-one sales person, as I was during the first five years of my commercial printing business and during all three years of my financial recruiting business. Successful entrepreneurs are savvy sales people who understand their customers’ needs and offer the most effective, compelling solutions to meet them.
Good sales people also have good people skills. Unless you want to be the only person in your business, you need to be able to work cooperatively with others and build strong relationships based on trust and respect. The more people you can successfully recruit, develop, manage and lead, the more you can accomplish and the more economic value you can generate.
The most important lesson I have learned in my career is this: Choose work experiences not for their prestige or short-term gain, but rather for their ability to equip you with the skills for success and the opportunities to practice them.
Do what you say you are going to do, when you say you will do it. Following through on your commitments demonstrates integrity, builds credibility and earns people’s trust. Follow-through is one of the building blocks of success.
Conversely, you cannot respect or count on those who do not meet their commitments. They are not the ones with whom we will have lasting relationships, nor are they the ones we think of first when there is opportunity. We should make sure that we follow through, so we can be the ones on whom people rely.
Consistent follow-through requires not only the right attitude, but also the right skills. Planning systems like FranklinCovey’s® can help you become more effective at organizing and managing important activities and events. Your focus and discipline, bolstered by such tools, can help you become adept at prioritizing and accomplishing the toughest tasks under the most challenging conditions.
There are times, however, when things may slip through the cracks. It happens to the best of us. Do not get discouraged. Just be accountable and go the extra mile not just to finish the task, but also to excel at it.
Written by Nia Bowers
Some leaders arrive at the top of a company. Vera Quinn built her way there.
She got her start over 25 years ago as a door-to-door sales representative within the outsourced sales industry. What followed was an impressive ascent in business leadership when she joined Cydcor (a leader in the outsourced sales arena): VP of Operations, Senior VP of Sales Operations, Chief Operating Officer, President, and finally CEO in 2020.
Founded in 1994 and headquartered in Agoura Hills, California, Cydcor is a trusted provider of outsourced customer acquisition solutions. Through its network of independently owned and operated sales companies, Cydcor offers Fortune 500 and emerging brands a blend of personal connection and technology that has kept clients coming back year after year.
When Quinn took over as CEO, the world was six weeks into a pandemic that had effectively outlawed the face-to-face sales model Cydcor’s business was built on. Many companies in that position played defense. Quinn led Cydcor’s corporate team to develop and launch touchless selling technologies, equipping the network of independent sales companies with entirely new strategies for customer acquisition and enabling the business to evolve and thrive.
It wasn't a pivot born of desperation. It was the kind of move that only happens when a leader knows the machinery well enough to rebuild it under pressure.
Since becoming CEO, Quinn has led Cydcor through consistent revenue growth, expansion into new industry verticals, and recognition on the Inc. 5000 list of America’s fastest-growing private companies. In 2025, Cydcor posted double-digit revenue growth for the fourth consecutive year, continued to serve long-standing clients, and saw its network scale their own businesses and develop new entrepreneurs.
Quinn talks about culture the way most executives talk about strategy as the thing everything else depends on.
"If you want great results, you have to invest in the people around you," she says. "It’s about giving them the tools, the clarity, and the belief that they can achieve more than they thought possible."
That belief isn’t decorative. At Cydcor, it operates as a management principle, one that runs through how the corporate team functions, how Cydcor approaches its relationship with the network of independently owned and operated sales companies that carry out field execution, and how it maintains the client relationships that have, in many cases, lasted decades.
"Clients stay with us because we’re consistent and because we do what we say we’ll do," Quinn explains. "They trust the integrity of our team and the strength of our network."
Cydcor has earned the DIRECTV Dealer of the Year Revolution Award for nine consecutive years. That kind of sustained recognition is less about any single campaign and more about what happens when accountability is baked into how a company operates at every level.
Under Quinn’s leadership, Cydcor has also been named a Best Place to Work in Los Angeles 13 times, a reflection of a corporate culture that doesn’t treat growth and team investment as competing priorities.
The accolades of the past few years read less like a peak and more like a confirmation of something that's been compounding for a long time.
Quinn was honored by Comerica and the Los Angeles Lakers with their Women of Business Award, named CEO of the Year by the Los Angeles Business Journal Valley Women's Leadership Awards, and was an honoree of the LA Times Studios Inspirational Women Forum & Leadership Awards - recognized for her focus on driving sustained business growth and building a high-performance, opportunity-based culture.
The Valley Women's Leadership Symposium spotlights influential leaders across the San Fernando Valley and greater Los Angeles who are driving innovation, cultivating inclusive workplaces, and shaping the future of business. Quinn's inclusion wasn't a lifetime achievement moment, it was a recognition of something actively in motion.
Quinn also serves as Executive Director of Liberty Children’s Home in Belize extending the same investment-in-people philosophy that defines her leadership at Cydcor into work that has nothing to do with revenue targets. Through Cydcor and its network, the company’s relationship with Operation Smile has helped fund nearly 4,000 smile-restoration surgeries for children, with over $1,000,000 raised.
It's a pattern worth noting: the leaders who build durable companies tend to be the ones who aren't only building companies.
Quinn has spent more than two decades learning within the industry and leading through a period that would have broken a less prepared successor. The numbers reflect it. So does the culture. And so, increasingly, does the industry recognition that keeps finding her, not because she's chasing it, but because the results keep demanding it.
Vera Quinn is the President and CEO of Cydcor, a leader in outsourced sales headquartered in Agoura Hills, California. Learn more at cydcor.com.