The CEO Series with Guy Griggs

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Ron: Good morning, good evening. Depending upon what part of the world you're in, if it's Friday, it is the CEO series where we explore career journeys, trajectories, detours, right turn, left turns, and U turns along the way. Today I am delighted to have, uh, a dear friend, Guy Griggs, senior Vice president of ad sales and client partnerships at cnn. He leads strategic client relationships and revenue growth initiatives at one of the world's most recognized media brands. Throughout his career, he has built a reputation of developing high performing commercial organizations, cultivating trusted client relationships, and navigating the rapidly evolving media landscape. His leadership journey reflects the intersection of business growth, partnership, excellence, innovation and people leadership. As media organizations continue to transform through technology, digital platforms and data and AI, Guy has remained focused on creating value for clients while, uh, building strong teams capable of thriving through changes. And with that. My man, how are you?

Guy Griggs: Oh, good morning, Ron. How are you? I am great. Thank you so much for having me on this.

Ron: I'm glad to have you on. As I told you before we went live, I followed your career over the period of time and it was just glad. I'm just so glad you were able to make some time for us because I know you got a big trip heading to Con next week and doing all those kind of things. So we'd always like to start with the journey that you've gone through to reach the level that you're at now. So if you can kind of walk us through a shorter version of that. We only have 45 minutes, a shorter version of that, um, to give us some insights. And how did, how did all this happen?

Guy Griggs: Yeah, yeah, yeah. Well, you know, I've, I've always been fascinated with, with media. I think that it's, you know, the perfect intersection of culture and creativity and technology. And I feel like it really like allows you to have your hand on the pulse of what's going on in the world. And, and so, um, I'll go back to, I guess, Washington Post, uh, which was some of my, I guess, most formative years, if you will. I was there for about five to six years and um, I was a seller and I was actually promoted, um, for the first time into a leadership people management position there. And we were going through a major transformation because Jeff Bezos had bought us at the time. And I got to kind of experience what it was to go from like a legacy, iconic institution to this, um, really tech forward media company. So that was really eye opening. And um, I feel like I grew up a lot at the Washington Post. And then I moved on, uh, to the New York Times, where I spent eight years, uh, leading teams and um, wearing a lot of different hats. Uh, the Times gave me the opportunity to manage lots of different verticals and um, kind of dip my toe in experiential marketing and influencer marketing and all types of things. And um, also we were going through that transformative time, going from, uh, a print publication, if you will, to the digital powerhouse that it is right now and really leaning into lifestyle, uh, products and being subscriber first. And, and I happen to be there to witness it, and how the, the advertising business kind of changed and shaped in order to adapt to that. Uh, and then. Yeah, and then I'm boomeranging back to cnn because, uh, I was at CNN earlier, earlier in my career.

Ron: Yeah.

Guy Griggs: And it's been about a year now. And once again we're going through this, you know, crazy transformation where we're going from a, you know, a cable news network to a digital streaming subscriber. First media company of the 21st century. And it's exciting because I'm really, um, I'm right. I have a seat at the table and I'm able to help shape kind of where we need to go, especially as it relates to the advertising business. So that's kind of where I'm. How I've gotten to where I am.

Ron: Wow. Well, from paper, you know, and now everything is on a screen to digital, my friend.

Guy Griggs: Yes.

Ron: Yeah. Yeah. So I remember during the time at Martha Stewart, our weddings magazine was this thick monthly, I think it was monthly, whatever it is. And eventually that died. Now it's all digital. So that transformation has. Was that a strong, uh, transition to learning? Because all of a sudden I have to learn something new. I came in and we were doing it one way. Technology shifted and I have to go back and put my learning hat on to understand that type business.

Guy Griggs: Oh my goodness. Yeah. I mean, it is, it's constant learning, Ron. It is, um, you know, learning. And this industry, which is what makes it so exciting, is always coming out with new, um, new technology and new surfaces and new ways of Reaching audiences. So I'm constantly learning. I mean, you know, the whole streaming. I've never sold, you know, streaming platforms before and now I'm seeing that. And that's, that's a new learning curve. We're really leaning into social, um, and that is something that's new. Um, AI is transforming our targeting and measurement capabilities. So that's new. So it is, it's, it's a constant state of learning and you gotta stay curious and you gotta. Or else you're gonna fall behind, you know. So, um, it's always that. But I mean, that's a part of the growth and that's what makes it.

Ron: Yeah, yeah. I, ah, mentioned to someone the other day, I said life at one time was like this. You had a bump here, you had a bump here, but now it's going here and it's. And then it comes down, goes over again and it comes. So, uh, as you think through all of this, how do you stay curious to see? You talked about curiosity. But how does guy learn to stay ahead of the curve if you can stay ahead of the curve?

Guy Griggs: Yeah, yeah. Well, I mean, I do a couple of things. I mean, I of course read the trades, you know, of course, Ad Week, Ad Age, all those guys. I also attend. There's something, there's this IAB CRO Council every other Friday, um, that brings together revenue leaders across the industry and they're always talking about trends and things that we should be aware of. So I feel like that keeps me on my toes. Um, and then, you know, just, uh, I'd say, I'd say the iab, I'd say the trade publications and I'd say, honestly, I'm a fan of just pop culture and what's happening on social and keeping myself abreast of, of, of what's really impacting society. Um, it's funny, there's this new song called San Juan, um, that uh, is, is going viral right now on TikTok and on Instagram, et cetera, et cetera. And I actually really like the song. This is a silly example, but as I was listening to it at the gym yesterday, I was like, oh my goodness. You know, this could actually be something that I can bring to, um, an advertiser around America 250. And I think that it could work. So, you know, we're in the process of like, sending that out. So it's, it's basically, you know, creatively using what you're experiencing in everyday life and figuring out how that could help shape ideas and actually become really Smart solutions for clients.

Ron: You know, my mother told me something growing up. She said, learning begins the day you walk out of the door. When you walk out of the door every morning, you always aware of what's going on around you. You'd heard a song, and right away a song said, oh, maybe that could use something with that. Uh, and that's the same kind of approach that you have to use, because I had a conversation with a sea level person and I asked him, what are you reading? What's interesting? And the response shocked me because he says, I don't really read anymore. I don't really. He said, I don't have time. I didn't really know how to respond to that, so I said, okay, uh, well, I have some material here that I. That I. Every time I fly, I have a reading lesson. I'll just send that over to you. And that was the end of that. So I'm glad to hear you say that. So as you look back through the step that you've talked about, talked us through, if you had to pull one spot and say, what was the brightest moment that you're most proud of, that you either made a decision or you knew this was the way to go. And even people may have said, well, I don't think so, but you knew this was the approach.

Guy Griggs: Yeah, I. I mean, there's been. Not to date myself, but, um, over the last 20 years, there have been many bright moments. Um, I probably have to say it's hard to, like, pinpoint one specifically, but I would say, you know, the brightest moments haven't come from big wins and, like, landing that account or deal. It's really about, like, the people that I've been able to help build, you know, meaningful careers. Um, you know, there's nothing that makes me happier than spotting raw talent and, you know, seeing the potential when they might not even see it in themselves and, and coaching and mentoring them and staying close to them and watching them grow and be promoted and get new jobs. And there's. There's so many people. I have, like, three in mind, specifically from the New York Times, that I've. I've done this with, and there's just nothing more gratifying. And I feel like that is a part of my legacy, you know, like, because hopefully they'll be able to do that for other people as well. And then my impact is not just with those direct people, but it's far, far greater. So that's. That's what I'd say have moments of

Ron: my career, uh, I'm so happy to hear you say that because the impact that you could have on people's lives, as opposed to it all being about you. But you see talent and who are you bringing along? Who are you bringing along on this journey? Who are you helping to discover themselves? Because lots of times, specifically in the workforce today, people are so confused because they see a headline here, they don't know whether they're going to be around and all these kind of things. So thank you for, for saying that, uh, that's important to you. Thank you.

Guy Griggs: Yeah.

Ron: So every journey has its challenges. Uh, so if you look back and I flip that question around, what would you say was a particularly difficult time that you had to kind of take a step back, take a breather, and try and figure out what that next direction was going to be? If you want to share.

Guy Griggs: Yeah, no, no, no, no. I, I, I mean, there's been so many different difficult times also.

Ron: How do I rate them? 1, 2, or 3? Right.

Guy Griggs: Definitely. But I, I think that when you're uncomfortable, um, that's, that's when things are, are tough. Like when you're transitioning into a new role or a new company. Um, I mean, honestly, here at cnn, it's been a year now since I've been here, and this has been a challenging transition, you know, in my career, because it's a new culture and new products and new processes and everything is new. But that, um, uncomfortableness is where you grow the most, and that's when you level up and become an even greater leader. And so, you know, you got to embrace those transitions and that change and that tough, difficult moment.

Ron: Yeah.

Guy Griggs: Because it's going to just, it's, it's, it's, I think whatever happens to you happens for you, and that is just going to set you up for success in the future.

Ron: Yeah. I have these because I travel. Not, maybe not as much as you do, but, but I travel and some days I wake up and I'm like, I just don't feel it today. How do I get into this thing? And exactly what you said, those uncomfortable moments, because, ah, if I look back at the end of the day, I said this was a productive day. As I was facing it, it was saying, how am I gonna get through this? But it worked. How did that come to, how did that come to you? Where did this come from? Um, if you had to pinpoint, was it a mentor, someone inspirational in your life? How did all that come about?

Guy Griggs: Yeah, you know, it's, it's, honestly, it's my dad, it's my dad. Um, he has given me so many universal truths.

Ron: Yeah.

Guy Griggs: As I've grown up. And he's been kind of this bedrock, this foundation of stability and wisdom. And, um, you know, he's the guy that, when. When things. When. When stuff hits the fan, he's like, you know what? This too, shall pass. And when things are challenging and tough and you need that resilience, he's like, you know, um, he always says. And I hate to get religious, but he says, you know, God didn't get you this far to have you fail and just stay the course and keep your nose down. And there's so many, like, phrases and isms, um, I guess that my dad has instituted with me that have carried, you know, like, me through. Through this career. It's. It's really. It's really remarkable. He is my superhero and always will be because, um, you know, he. He has been that bedrock of foundational support and really has instilled those values that have allowed me to continue moving forward.

Ron: Wow. So if. If your father's listening. Thank you. Thank you.

Guy Griggs: I texted him this morning. I don't know if he's on or not, but I'm, uh, recording and send it to him.

Ron: Yeah, we'll get a recording and send it to him, because I think. I think all that's great. Um, so as you. As you think about what you're. I'd say. Not to say facing now you're at this monumental position, and you have all of these things that are bubbling under you, trying to connect all of those. Are there any learning points if you. Because we talked about this early, before we came online. You see people coming out of universities, and maybe they want your job. They want a job like yours. They want to rise up. Some will say, no, I want to be an entrepreneur. How would you guide the next level of talent? And I said, next level of talent? That could be college graduates, that could be just coming out of MBA school or whatever it is. What advice would you give those people?

Guy Griggs: I would say, um, you know, create standards of excellence for yourself and make sure that you're measuring up to those. I would say, stay curious and, you know, never stop that capacity and drive for learning more. I would say, work your butt off. I'm sorry, but hard work pays off. And I know people are like, oh, I want to work smarter, not harder.

Ron: Yeah.

Guy Griggs: Ah, you know, I don't know if I agree with that. You got to work. You know what I mean? You got to put the time in. I've put the Sweat equity. And I remember getting off prop proposals at midnight on Friday nights to make and making sure it was perfect because it would have my name on it. And you know, that stuff, all of that, all that time and energy that you put in really does translate in the future. Um, and I would, so I would say stay curious, work your butt off, and really, um, create a standard of excellence for yourself that, that, you know, create a bar that you make sure that you're always measuring up to.

Ron: Yeah. Just got a post here from a dear friend of mine, Lori Diamond.

Guy Griggs: She says, oh my God, Lori's on. Hey, Lori.

Ron: Laurie is, as a dear friend. Um, we had some tragedy in the family a while back and we were together in New York right before I flew back. But Lori is here. Hey, Lori. How are you? Laurie? I'm still waiting for what I asked you for. So glad you were able to come in to do that. Um, so as we move through this. So you've given advice to, uh, students and because I looked at the news this morning and another company was going to lay off, I forget now, um, the gaming company was planning on laying off people. And I get so tired of reading these things because I'm thinking about the college graduate who's graduating this year, who's trying to find a spot. If you had an opportunity to give a keynote to senior leaders, I'm going to say in the text base, because the vast majority of these are coming from the tech space. If you had an opportunity to speak to, as a keynote to senior leaders, what advice would you give them as it relates to change, as it relates to building out a new workforce we're going through now?

Guy Griggs: Oh, wow. It's a big, it's a big question. I, I would say, um, you know, it's inevitable that there's going to be uncertainty and, you know, there's things that are out of our control. Titles come and go. You might be a leader in a tech company and then you get laid off and then you're not. You don't have a title anymore. Yeah, but the impact that you make is, is something that will, um, that, that, that will last and endure. You know, um, reputations are what people give you. Character is, I think, what God gives you. And I think that if you, you know, have character and you make impact, then you're going to land on your feet and you're going to get that next position. So I would say, you know, hold steady, stay the course. And even though you can't control the forces around you, if, um, if you're able to, um, you know, like I said to the, to the. To the people starting. I would say this to leaders, too. You know, you work hard, you stay curious, and you really level up to a standard of excellence that you set for yourself. You'll be fine. You'll be okay. So we give.

Ron: So from starting out, um, how was your leadership style developed? Yeah, you know, you're talking about. You talked about mentoring and lifting someone up, and we talked about where that came from. The roof. Kudos to your father. Um, has your style changed over the years? Because now you're, I'm sure you're leading a massive team at cnn. You were just talking about the. The con and the number of people coming over to get all that set up. How has Guy changed as a leader?

Guy Griggs: Yeah, yeah. Well, I mean, I. I think that earlier in my career, it was. It was about, you know, me being an expert seller, and, um, now it's about me leading a team of expert sellers, and it's about creating, um, creating pathways for them to be the best versions of themselves that they can be. And so I, um, think my leadership style has gone from more from, like, the myopic impact that I can make to how do I get more people to make more impact, if you will. And so really shifting that mentality, um, and bringing people along the journey and the ride has been a sea change. Like, I no longer have to be the best guy closing the deal and the smartest person in the room, and you know what I mean? And also, that's another part of my leadership change. I felt like I needed to know everything and be on point and on game. But now it's about asking better questions and it's about, you know, um, identifying who the people on the team are who know more than I on certain subjects and really creating a space for them to be their best selves and creating an environment where their talents can shine. So it's not about me. It's not about me. It's about everybody else. And that is something that, if I'm going to be quite honest, I am still evolving with. Because, you know, usually the most, uh, successful sales people in this industry are all about me, me, me, and how can I, you know, close this deal and how can I be the rock star? And now it's like, okay, if I'm going to be the most effective leader, I have to. I don't know everything. So I have to ask a lot of questions, and I have to spot out the people that know that stuff. And I have to bring them along my journey, and I have to make sure that I create that environment where they can do their best work so that they can really get the best outcomes for the organization. So I would say that that would be like the biggest change in my leadership over my journey.

Ron: Yeah. Uh, you know, you talked about the midnight and working to make sure we get this deal together. That was through the effort of a lot of people.

Guy Griggs: Yeah.

Ron: And that was a learning for a lot of people to see how it's done, to see the example of your setting, you know, in doing that. So as you think about, I'm going to go back to the leadership principle now. Um, why is it important for leaders to set an example? You know, because the old school says, I'm the boss, I know everything. Everybody comes to me for answers. And even if people are asking you, they know that it's not, it's not the exact way that we should approach it. But how does, how does that play in that you kind of, uh, you're the maestro of this symphony of people that. A little here. Little here to make sure we get that deadline out by Saturday night or whatever it is.

Guy Griggs: Yeah. I honestly, I think leading by example goes so far. Um, there's not enough that can be said for that. Because I know that I model many of my behaviors off of the people that I look to, looked up to the most in my career. Like, I'm just going to use an example. Meredith Copet Levan, who's the CEO of the New York Times, she brought me into the New York Times. There's nobody that works harder than Meredith Copen Levian. Right. And I see her. I remember we were coming home from the US Open a couple of years ago and she had a, uh, a car. And a bunch of us hopped in her car to go back to the city from Arthur Ashley Ashe Stadium. And it was probably 11 o' clock at night, and we were all going to go and grab a drink at the Soho House. And I saw her, like, after the matches, it's 11 o' clock at night, hammering out a presentation. And it was like a Friday night. And I was like, oh, my goodness. Like, she does not stop. And so I think that, you know, that to me, is the blueprint with which success. And she's one of the most powerful and admired, I think, CEOs in the country. In the country. And I mean, I, I try and model my behavior off of somebody like that also. Like, you know, I've seen not only Meredith, but like a ton of Leaders who I look up to, um, you know, and their ability to really make people feel good, um, in the moment. Um, like Maya Angelou always says, like, it's not about what you said, but it's about how you make people feel, um, in that moment, and that's what they remember. And you know, there's, there's a few leaders that I've looked up to who have that uncanny capability to make, you know, the people around them feel better about themselves after interacting with them. They either, um, you know, have taught them something or they make them feel valued or empowered or, uh, like, like relevant and that they matter. And I think that that is, um, a superpower within itself. And so I try and model that behavior in, you know, when I'm interacting with somebody, making people feel like I'm the best part of their day. Right. And if I see. And if my team sees me doing that with our clients or with other colleagues or team members, then they're going to model that behavior. And again, that's my legacy and that's going to extrapolate. Halo effect is going to be way bigger than my immediate impact, but it's going to have a reverberation, um, in the world. So, yeah, that's, that's why I think leading by behavior, uh, leading by example.

Ron: Yeah.

Guy Griggs: So critical.

Ron: Yeah. How does guys step away from that to relax? Because, I mean, I understand exactly what you're talking about, but sometimes we just have to. You know what, I'm gonna just step back and I'll give you an example of that. I flew into Singapore and I flew in a couple of days early because I had some work to do. And there was one day I woke up in the morning and it was raining outside. Uh, never forget that. And it sticks with me for some reason. And I said, you know what? I'm not going to do anything all day. And I watch movies, I watched Nat Geo. I didn't do any news. I just relaxed and I got out of bed about 8 o' clock at night to go out to eat. It was the best day ever. How do you disconnect? How do you disconnect to get back to your bearings?

Guy Griggs: Yeah, yeah, yeah. Well, I mean, luckily I've been afforded the opportunity to have a country home in upstate New York. And it's, um, it's about two hours north of the city. It's in a sleepy small town called Athens. It's about population of 1200 people. It's right on the Hudson River. It's gorgeous up there. And that's my, that's my respite. That is my, um, you know, my, my, my happy place, my safe place, if you will. And that is where I run to, which uh, I'll be doing this afternoon to get out of the madness and the chaos of not only the industry, but of New York City. Uh, because you're kind of always on the go. Like most evenings, you know, I'm out with clients or I'm seeing some friends that I haven't seen in a while and then I'm up at 6am to go to the gym and get, you know, into work early to get prepared for the day. And it's back to back meetings and you know, it's, it's, it's a structure, it's, it's a, it's a thing, you know, it's a, it's a, it's a drain. And so when I go up state, you know, with my husband, it is really, um, a nice reprieve. And just like you, I will sit on that couch and I will vegetate and watch my Housewives of New York and Atlanta and LA or Beverly Hills and all that stuff and completely vegetate on mindless things to just get out and escape from, um, you know, the day to day. And then also I've really taken up swimming when the pool is open. I was able to build a pool a couple.

Ron: I saw that. Yeah, yeah, yeah.

Guy Griggs: It's. Honestly, it's the most expensive gift that I've ever given myself. Um, but it's probably my most rewarding time. Like nothing better than doing 30 minutes of just laps and clearing my mind. And it's almost like a meditative state. Before I know it, 30 minutes is up and I'm feeling great. I have more energy than I ever had and my mind is clear. So those are some of the things I do to with deal, decompress and get out of the rat race.

Ron: Yeah. So, so the lesson you're saying is that we can be rah, rah, rah, uh, up to the middle of the night trying to do things, but we have to take some time for ourselves.

Guy Griggs: You have to or else you're going to burn out. And then you're not effective for your company, you're not effective for yourself. You gotta take some time to decompress. You gotta, you know, I always say, like I put my vacations and I have no problem taking vacations. That is a part of our compensation packages, that a part of, you know, what we need to do to recharge and to be our best selves when we show up at work. And so I am unabashedly, unapologetically, um, taking, you know, vacation when I need to take it, and letting everybody who needs to know that I will be out for that week in Barcelona or in Nice or Mexico or wherever I'm going, because I need that time for myself so that I can show up.

Ron: Yeah.

Guy Griggs: As the best version of Guy Griggs.

Ron: Uh, yeah. I remember reading an article in the New York Times. This is 2007, 2008, when the financial calamity came about, and there was a priest who started a, uh, a group of executives who had lost out, lost everything, starting all over, trying to figure out their next step. And his. The gist of his article was they were so wrapped up in the initials after their names, evp, svp. So when that was taken away, they were lost because their entire existence was tied up into work, tied up into titles, tied up into the powers they had, tied up into the people that they managed. And when they lost that, they. It was so difficult for them. As they were talking through, this group would meet a few times a week at this church to try and get back on track. And I found that very sad in reading that, because there was nothing beyond it.

Guy Griggs: Yeah. Yeah, that is. That is sad. I. I think that, um, you know, we're in a relationship business, and, you know, I think that your network, your. Your network is your net worth. And so whether this title gets stripped, for me, the. There's layoffs or whatever, I know that I have a huge amount of people that I have touched and that I have, you know, been a part of their lives, and that I've built meaningful relationships with, and I've been. It's not about, you know, being transactional. It's about consistency. And I built lifelong friendships with the people in this industry. And so I kind of feel like no matter what happens, if my title gets stripped away from me, that I know I've created a network where I will be able to figure it out and find my next chapter. And, um, you know, whether it has been, uh. Every job that I've gotten, literally every job that I've gotten has been from somebody that I've. I've known or somebody that has known somebody or whatever. You know, submitting applications online doesn't work. And anymore. And so, um, I would say, you know, if. If. If they're feeling like. Well, I guess two things. If they're feeling like, you know, oh, my goodness, what am I going to do now because my title's away, you know, lean into that network. But also your self worth should not be hung up on, you know, business and work.

Ron: Yeah.

Guy Griggs: Solely, I mean, you know, the things that matter are really your family and your friends and relationships that you build along this journey and along people that you're able to impact. And so um, you know, my happiest times aren't here in the office or on business trips. They are when I'm spending time with the people that matter to me most.

Ron: Yeah.

Guy Griggs: And that's really where I get my sense of self worth from. Um, you know, most first and foremost.

Ron: So yeah, as I said, sitting around shooting the S. Yes, yes.

Guy Griggs: Yeah, yeah.

Ron: That's the key behind it.

Guy Griggs: So in Bill, you know, it's interesting like because I, you know, I have a lot of um, friends, um, I'm an extrovert and you know, I want to be the world's best friend, if you will. But I mean I think that like leaning into that and texting people and being there for them. I have a dear friend right now that's going through something pretty traumatic and so I was texting him this morning and um, I just think showing up for people um, really is, it makes me feel like a better human being and that is where that self worth comes from. You know what I mean? And you invest, the more you invest in people and relationships that are maybe outside of the traditional business world, I think the better off you're going to be.

Ron: Yeah, I, I, I, I'm on social and sometimes I'll see people post things and because I know them, I know there's something behind that and so many times I've reached out to them, DM and I said are ah, you okay?

Guy Griggs: Are you okay?

Ron: Just checking in to make sure you're okay. If you need to talk, let me know. And the response that comes back and we get on the call, it just all comes out sometimes. So sometimes just touching that point because you know people and you know their reaction, you know their nomenclature, you know all of these things. But something seems out of sync. And when you said the part about just checking in could open up a different world of discovery for them.

Guy Griggs: Yeah, it really is, it really is. It means a lot.

Ron: So, so will you think when you think about uh, uh, you, you build high performing teams. If you inherited, I'm going to say you were to God forbid, go to another organization and you had, you inherited a team that was demoralized and was just kind of going through the motions and that could have been because of the culture, the leader that was there. What would be some key things that you would begin the process of trying to recalibrate the mindset of, of that team. And I ask you that because that happens a lot in life. I mean you've at one point and they may have brought you in to do magic, but what you have inherited. You've got a lot of work ahead of you. How would you uh, what are some key things that you would begin the process of trying to recalibrate to get everyone back in tune?

Guy Griggs: Yeah, um, well, what I would do is first start with a lot of listening and understand where this malaise is coming from and what the root cause of like, you know, the um, issues and the problems and the challenges that the team is facing. And then I would take that and come up with a clear vision of where I think we need to go to transform things. And I would communicate that as much as possible to uh, the team and set that, that clarity of vision. And then I would um, you know, set clear expectations on how we're going to get there to accomplish said vision. I would celebrate all the successes and all the little wins and getting us to there once, you know, I see people adopting it, etc, uh, and then I would hold people accountable. You know, accountability is a dirty word in our industry a little bit, but it's the only way that we can, we can really mark our success and get to the place that we need to go. So I think that that would be my four, five step process. Listening, you know, processing that and setting a clear vision, creating standards of how we're going to get there. Um, you know, celebrating wins and the progress that we're making and then ultimately holding people accountable to what we need to get done.

Ron: Yeah, yeah.

Guy Griggs: That's how I would transform that high, you know, hopefully a high performing sales team.

Ron: Yeah, um, I concur. I go along with every. Everything you've just said. You use the term listening. Ah. Um, and I, you know, I work with leadership teams across the globe and I always hear in some meetings that you. We're listening culture. My door is always open. Nobody ever goes in the door. And if your people are saying that's the furthest away from the truth. Why um is listening important? You know, if I want to come in and give direct. Why is listening important? Um, to organizations, to senior leaders. Was, was. And I often struggle with that as I'm having. I had a conversation the other morning about a call. Okay, 7:00, because I'm in New York now, I've been back a couple of weeks there and I had a call seven and they were going through all these high profile things and I asked him some questions which kind of tied into this whole listing piece and there was a blank look on their face because they had not listened because all of this came from here and they had not listened to why. Did you mention listening is key?

Guy Griggs: Yeah. Well, I think it goes back to what I was talking about earlier with changing my leadership style, know it all to understanding that I don't. Yeah, yeah. So, uh, with that realization, you have to listen and you have to absorb it. You have to critically think and then you have to figure out who the players are that are gonna, you know, who have the expertise in getting you to where you need to go. And I think having the humility to be, to realize that you don't have all the answers is what true leadership really looks like. You know, having that vulnerability and saying, I don't have it, I don't have. I don't know how. Like, you know, hey, how are we going to do this team? And then leveraging them, um, and their expertise and listening to what they think are going to be what's, what's good, what's good, you know, what's the right path forward and then, you know, using all of those inputs to come up with a vision or a process or whatever it is that you're trying to, to achieve and tackle is, is the best way. And I think that you get a lot of, you establish trust that way, you get a lot of credibility that way.

Ron: Yeah.

Guy Griggs: And so I think that's why listening is because we don't have the answers and, and the best leaders know that.

Ron: Exactly. I ran into that when I left New York to move to Saudi Arabia. The culture at that time was that the leader knew everything. You asked the question, son. So you tell us, sir. Uh, you tell us, sir. And it took a while to recalibrate that, to say you've been doing this a lot longer than I have in this country. I don't really know. I came from New York and so I'm always intrigued by the whole listing, uh, concept of doing that. But I want to go back to your, your younger self and you were just coming out of university. Uh, what advice would you give to your younger self? Who's coming out and the sky's the limit. I'm gonna, I'm gonna go in the elevator, I'm gonna do 1, 2, 3, 4, and it goes all the way up to the Top where you are now. Advice would you give? What advice would you give? Guy, certificate in hand, gowned on and said, okay, let's sit here and have a conversation.

Guy Griggs: Yeah. I would say, don't sweat the small stuff. I was such a worrier about everything, about the little things. Like, I remember once, it was. One of. It was actually my first time at cnn, um, and I was a very junior seller and I got in front of an entire agency team and I practiced my lines, but I was super nervous and I completely blanked. And I. It was my turn to present in the presentation and I. I just stood there with a blank look on my face and no out of my mouth. And I felt mortified. M. And luckily I had a boss who, like, came in and saved me here, like, you know, and saved the day and actually was able to communicate, indicate that. But when I tell you I wanted to, like, set myself on fire and jump off the Brooklyn Bridge, I wanted to. I was, like, mortified. I was like, oh, my God. And, um, in those moments, like, you know, you have to pick yourself up by the boot strings because you're going to get so many more. Like, the amount that I presented in front of large crowds, hundreds, thousands of people has been so much. And that I probably needed that moment of blankness to learn. Okay, listen, don't get so worked up about this. Like, yeah, you know, this. Take a deep breath. It's all good.

Ron: Yeah.

Guy Griggs: And just, you know, um, kind of like, you know, trusting God and you're going to deliver. You know what I mean? And so I would, um. But, like, in that moment, I remember I was very, uh, torn up about, you know, oh, my God, this is the end of my career. How could I have messed up that agency call? Oh, uh, you know, stressing out. It's not that. It's not that deep, you know, So I would tell my younger self to chill a little bit. And also, um, things are going to happen. You know what I mean? Things. You gotta work hard, you gotta stay curious, you gotta deliver excellence. And if that is what you are doing consistently, then it's all going to work out and you're going to get those promotions and people are going to realize your worth, soar and spread your wings. So I would just. I say, relax.

Ron: Your story resonates with something. I was laughing when you said that. And I wrote an article about it. It was kind of like my first time giving a speech. I was so nervous. My voice was. And I just not feel at ease. And, uh, one of the leaders in the room said, you gotta work on this. And this was all that he said. And I did that and I kept. But what I did after that, I looked for other opportunities to go out and speak and I looked for other opportunities, became good at it. And I have a couple of agencies that represent me in the Middle east and I go give these speeches, I don't care how many people in the room. But I know my message is strong and I know I could tell a story and that's kind of what I anchor on. But we've all got, we've all been there. We've all been there. Yeah.

Guy Griggs: I would also say like you said that you after that, you know, incidents, you tried to find other opportunities for speaking. Yeah, I would say also to my younger self, run towards the things that are difficult. Run, you know what I mean? Sprint. Because that is what's going to create the growth, you know, and that is what's going to make you the best version of yourself because you're going to go through that challenge and you're going to overcome it hopefully. And um, I would say, you know, young 21 year old guy, go towards the things, don't just skate with the things that, you know, come now. Go towards the things that are really tough and difficult. It's going to build character and it's going to make you the person that you need to be.

Ron: Uh, we just got a post in from Gary Bland, a dear friend of the show at Atlanta. He says, I agree that listing is, is a skill, but what is your process of getting teammates that previously had been spectators to not becoming contributors? Oh, I love that metaphor. Uh, spectators should becoming contributors.

Guy Griggs: I would say, um, empowering them to contribute. You know, I mean I would call on people and say, hey, well what do you think about this? I want your opinion, you know, so that they feel like their opinion and their thoughts are valued. And um, that way they feel encouraged to contribute more in the future. Not spectators. And so I, um, I actively seek out those people who are kind of lean back and just taking it all in because I want to hear their thoughts, you know, and that's what I would do.

Ron: Okay, uh, Guy, thank you so much for being a guest on the show. Um, and I knew you would bring 45 minutes. All that means is we were having fun. I got 15 more minutes to go. So that's a cool thing. You didn't doing that. Um, so thank you for making the time because I know your calendar and your assistant thank. I want you to tell her I personally thank her for working with us and putting all this together. Um, but your story tells what the CEO series started about, because this started as just an idea and we tried to get behind a polished version because people see, they see your role, Senior Vice President of Ad Sales, you got the big initials behind your name, but in the journey that you go through in doing all that. So this is why it's important that we have this show. Any. Is there any takeaways that you'd like to give us before we close out?

Guy Griggs: I, um, would say, um, the power of, like I mentioned before, I just want to underscore the power of making people feel heard and valued and better about themselves if you can. After every interaction and touch point is so, um, it's so impactful. And I think that if you're in a sales capacity, that is the goal, that's the magic, that's the thing that will allow you. And of course relationships aren't going to secure, secure new deals, but it's going to, um, allow. Open up doors and allow you to get the feedback that you need and allow you to. You know, people want to work with people that they like. Hands down, they do. You know, if you're not kind, you know, there's, there's, um, there, there's some of the best leaders. Also, I was talking about modeling, you know, behavior of people that I look up to. Uh, one of my bosses now is, um, like the perfect combination of kindness and ambition. Ryan Gould. He's the president of ad sales of Warner Brothers Discovery and I really look up to that. And he's able to make people feel valued and heard and that they matter in that moment, whilst also having a lot of ambition and a huge standard of excellence. And so I think that perfect combination. Yeah, um, is really what drives outcomes and results. Hope that makes sense.

Ron: It makes perfect sense. Uh, I want to do a quick shout out. Peter Piccinini, who's always here, his tagline every Friday morning is when I log in, it says, great way to start my weekend. I love that because we try to bring real world stories to life. Gary, who just asked the question, and my friend Lori Laurie. I'm going to send you a note today because you know what I'm going to be asking you for. Laura's going to be an upcoming guest on the show. I'm going to put it out there right now. So, uh, very, very dear friend, family friend. Um, so for the people that listen, listen in. Thank you for being for listening. Look at behind the scenes, look at experiences that shape people's lives. Leaders from all over the globe that we interview here. And every Friday, we're here at the same time. Um, remember, behind every story is a. Behind every title, there's a story worth telling. Every story brings us closer to what leadership really means. And with that, I thank you, guy. Hold on for a second as we close out.

Guy Griggs: Sounds good. Thank you so much for having me, Ron.

Ron: Thank you.

Guy Griggs: Take the CEO series with you anywhere, anytime. All episodes are now available on Apple, podcasts, Spotify, and major stream streaming platforms. It's not just an interview, it's a master class in leadership.