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PROUDLY PRESENTS
Nathan M. Szejniuk
Resident of USA and 3-DNET® VIP member
Email contact : nathan@exec.org
Interview with 3-DNET®
Listen to sample sound "bites" from the interview:
Question 1 : Tell me about yourself
In a worded “blessed”. In good times and bad I have had the strength of my partner (my wife) of nearly 25 years to speak with me honestly. I am a father, a grandfather, a poet, a thinker, a community volunteer and a human being that believes in doing the right thing. I have had the good fortune, via my nearly 21 years of service in the US Navy, to travel the globe seeing and doing many interesting things. While I did not have parents of means I knew they loved me and wanted only success and happiness for my life. The best way I can honor my parents, my own family and myself is continuing to be an honorable man. I am after all a human being who classifies himself as an “Idealist-Realist”. By this I mean I know how things should be, yet see very clearly how things are and strive in my daily life to be - “the bridge.” As I said - I am blessed.
Question 2 : What can you offer to your next employer ?
I enjoy making full use of the leading edge of technology. I am happiest when I am helping my company explore the infinite ways they can effectively and efficiently use such capabilities to help people and thus help their business grow and be profitable. I am a functional person. It is part of that “being the bridge” view I possess.
Forward thinking and willing to learn new skills. With over 20 years managing people, resources and cross-functional tasks in less than optimal environments you learn to understand what is important and how to be a versatile team player without loosing your integrity.
Question 3 : What are your strengths ?
Leadership! The difference in leadership and management is that “Leaders do the right thing and managers do things right.” I strive to be someone that “Does the right thing - right!” My experience tells me not everyone sees things this way. Leaders earn respect and to gain such respect they must demonstrate a firm and fair approach with their colleagues. Setting the example! Something I tried to maintain since my days as a youth. Accomplishing goals at all cost is not always the answer when people are involved. It is getting those same people to willingly accomplish those goals under such sometimes impossible circumstances with superior (greater than expected) results that is the mark of a sincere and real leader.
Question 4 : What are your accomplishments ?
I have had many but two have been important. First, serving as the Emergency Distribution Center Manager for the Pitt County Chapter of the American Red Cross for 21 days in the aftermath of Hurricane Floyd. The county was isolated and people were in need. I organized and managed a staff of over 350 volunteers that supported over 3000 families in need. Using my organizational, people, leadership and data management skills I was able to convert an old Lowes store into warehouse/relief distribution center filled with donations of food, clothes and other supplies. This I did through effective media coverage and the support of key support persons in the background. I was humbled to receive the Chapter’s 1999/2000 Disaster Volunteer of the Year honors and also to received the District Award of Merit from my fellow Scouters. On top of this I was also a full-time university student taking classes in Organic Chemistry, Physics, Calculus and Ethics to my BS in Public and Environmental Health.
Second, the Naval Hospital in Portsmouth, Virginia was receiving numerous complaints from the ships of the US Atlantic Fleet regarding appointment scheduling issues. I created the 1st ever Fleet Liaison Coordinator position. The reputation of the hospital was at stake and medical appointment scheduling needs of the US Atlantic Fleet were critical. Having been in the fleet and now at the hospital I was in the perfect position to again be a bridge. I established a network of clinic liaisons, published a newsletter, wrote a Fleet Liaison Operations Manual, created a central database to track appointment requests and established a Fleet Liaison Coordinator monthly meeting with senior personnel to afford two-way communication on issues critical to both the hospital and the fleet. For all of these actions and others I earned my first Navy Achievement Medal.
Question 5 : What are your limitations ?
It takes positive, creative, can do and honest people with the will to make a difference with the freedom and needed support to make that difference that will accomplish great things. If anything, I have learned that working in repressive short-sided environments is kin to ineffective and often poor operational achievement only resulting in frustration.
Question 6 : How much are you worth ?
Frankly, I don’t know. Being prior military I still struggle with this. However, I do bring many different skills to the table when recognized for their potential could mean significant profitability and improvement to the reputation of a company through increased efficiency and capacity.
What value can be placed on potential? Simple, it is done everyday when sales and marketing persons look to the future and see the possibilities. I am valued by my family, my friends and community. What my value is to a company is squarely on the integrity and the will of that company to allow me to make a positive and profitable difference?
Question 7 : What are your ambitions for the future ?
I’d like to be a college professor to pass on my knowledge and wisdom. I enjoy opportunities where I can create in ways that are beneficial to my community.
Continuing learn from my mistakes and apply that knowledge to help me achieve levels that will recognize me as a leader. I’d like to lead global efforts for environmental and cultural change that are both profitable and sustainable to a cross section of businesses. In this effort, I would be called to help communities develop tangible infrastructures with business support to affect this positive change.
Question 8 : How long would it take you start contributing to the firm?
Immediately. However, I know there is a familiarization period in a new firm. By “immediately” I mean these things:
(1) What is important is that I understand the short and the long-term goals as soon as possible in order to start off in a positive direction.
(2) I am not interested in wasting too much time. I want to know the capabilities of the team and for them know mine.
(3) I am realistic and know I will have do some study - this is expected! The sooner I know the available resources for success the sooner I can make significant contributions in a effective and efficient manner.Question 9: What is your management style?
Confident, not arrogant; positive, not false; honest, not brash; and an example setter. The men and women that influenced me the most are those that present a positive, fair and honest environment where new and creative ideas are welcomed and expected. I have worked in fear oriented situations where one boss opened his morning arrivals with comments like “its good to be the king” he was the CEO. Such comments and attitudes leave little doubt as to the purpose for which one is hired.
Finally, don't ask someone to do something you wouldn't do yourself. Expect people to do the right thing. Be a coach! Coaching takes more patience, yet the real rewards are more worthwhile in the end.
Question 10: Why do you think you have a good potential to be a manager?
I have done it and been successful! I may not have vast non-military experience, however, the effective and efficient management of resources such as people, materials, time and task are not that much removed. Given an understanding of the task at hand the manager recognizes the critical elements to success and takes the appropriate actions to accomplish or set in motion processes to accomplish these objectives.
I have also managed and also failed! In that failure I have also learned the lessons that would have made me a success in that situation. It is important to recognize what makes a manager fail and learn how to compensate (not over compensate) to be successful in a similar scenario.
Question 11: What do you look for hiring people?
I want to surround myself with smart, creative and dedicated people. Frankly, I have not been in many positions to hire many people, however, I have other vast interviewing experience. When you have to delve into personal behaviors to accomplish an effective epidemiological interview you uncover information people don’t willingly reveal without a level of trust and confidentiality in the interviewer.
While on active duty I was assigned as the Administrative Assistant responsible for the readiness of a Surgical Support Team that had to be deployable in 12 hours anywhere in the world in support humanitarian or battlefield medical operations. I had the opportunity to hand pick the team members. I formed a team of 9 others junior medical personnel in support of a 1 physician and 1 trauma nurse. The team I formed was given the honor as the best Medical Mobilization Augmentation Readiness Team (MMART) on the east coast. I worked with a true team of tested professionals with at least two of those junior members inspired to go on to be navy nurses.
Question 12: Have you ever had to fire someone?
Not really! However, I have been a member of discipline teams and courts-martial boards where strong recommendation for confinement, discharge other discipline were afforded. I have had to counsel people on behavior and have had to write less than positive evaluations on such performance. It is not easy and personally painful, yet required to maintain the integrity of the group.
I prefer initial goal setting counseling with mutual agreement on performance expectations and no hidden agendas. I want to open the door for people begin to teach me. I am sure actually firing someone is never easy. However, in such an unpleasant circumstance such action MUST be handled with integrity.
Question 13: What do you see as the most difficult task of being a manager?
People! The only way to effectively manage people is to know what makes them tick. This is never easy! However, when people know you care and they also understand you must balance the “needs of the one, to the needs of the many” then success even in difficult circumstances can be achieved for both the manager and the managee. Simple, treat people as you want to be treated. Lord Robert Baden-Powell said it “I want to leave the world a little better than I found it.” To me leaving things better than you find them is in leaving people better than you find them.
Question 14: Describe what you feel is the best working environment?
Doing important work in an environment with others who want to get the job and done right with both immediate and sustainable outcomes has always worked well for me. People are human and knowing that a smile or kind word will make a difference is important not only to my own health, but I have seen how it is important to the health and success of others. In a world filled with negatives it is the little lights of hope I seek in corners hidden from sight in situations to which others are often blind. Providing positive and true complements to all persons regardless of status or stature often provides opportunities to see change in others and in myself that move me a little closer toward real success.
Question 15: Looking back how do you describe your past employer?
The US Navy was a great place to work. In fact, I miss the aircraft carrier operations at sea. The chance to work with doctors, nurses, pilots, mechanics, administrators, cooks, able body seamen, supply specialist, electronics and data systems technicians to name a few gave me a broad understanding of just what a team is and can do. The best commands I worked in allowed me to grow by using my desire to learn, the opportunity to interface with others who had the same standards of excellence and my willingness to solve complicated problems that few others wanted to tackle.
With the exception of being a graduate student under grant and working for a pleasure boat builder helping to resolve their compliance issues I have experienced much less job satisfaction than I had anticipated. As my wife often tells me “Honey, you will not be happy unless to are out front being a troubleshooter. You have always liked to do that. And you are good at.”
Question 16: What have you done to increase productivity, performance, efficiency?
I spoke to this in the “accomplishment” question regarding the Fleet Liaison Coordinator position and the Distribution Center Manager experience. I also spoke to this in the “hiring people” question regarding members of the MMART unit.
The word is - empowerment. A simple word, but one that requires continual training and coaching in order to see it to its full fruits. I believe that if people are well trained, willing to see different points of view and are willing to trust others as they are trusted make empowering not just a word to be tossed around but an action item they embody.
What can affect the bottom line more than when a company possesses employees that know the value of themselves and others by seeking to ensure the mutual benefit of that human resource everyday to effectively accomplish the mission and vision of that company?
Question 17: Whether you are a computer wizard, how do you respond to the financial side of your responsibilities?
Budgets are serious and the framework for effective financial management. Each member of the staff must feel that they contribute to budgetary success. They must know waste when they find it and know the proper actions to stem the waste once identified.
I like computers and effective data systems, but the axiom is “Computers are human - Garbage in = Garbage out”. Regardless of the system - paper or automated if it is too complicated or too cumbersome people will take the path of least resistance. Each member of the staff must share in the completeness of the administration that surrounds effective and efficient budget management.
If you want people to be part of the budgetary team: train them, coach them and encourage them. People care about the little things when you care about the little things they care about - not particularly on the job.
Question 18: How many people have you supervised in your recent Job?
10-12 most recently but upwards of 350 in other volunteer and military duties.
Question 19: What do you like more working with figures or words?
Graphics (a picture) can make a fewer words have a greater impact. I mentioned being a poet. Nothing paints a more beautiful picture than the well spoken or written word. Numbers are important and their accuracy critical, but what is said about those numbers can make the difference in the actions that are chosen.
Question 20: How do you think that your subordinates receive you?
In those opportunities where You would have to ask them but I would venture that most of the people who've worked for me respect me. For as long as I have been in an executive/ managerial position I have tried to treat everyone in my employ with dignity and respect. From my perspective, that has been returned to me.
Question 21: What do you think of your previous boss?
I have worked for many quality persons with 3 that jump out.
First, a Vietman War nurse very early in my naval career. I had wondered why she treated her Corpsman so much different than other nurses. I did not know she had had combat experience until I noted a decoration for valor during a dress inspection. I knew then and after further inquiry that she understood our (my) value as a Hospital Corpsman. She was both tough and gentle, the hallmark of a great nursing professional.
Second, a Lt. Commander. His firm, fair and honest leadership recognized my potential and that of others including what I and those others had done for the command. I witnessed no favorites, no political agendas - just pure concern and appreciation for all people. No excuses, no rationales and no bull - just the desire to help others reach and exceed their potentials no matter who they are.
Third, the Facilities Manager for Grady-White Boats, that allowed me to help him as a occupational health and safety consultant to streamline his environmental monitoring and reporting operations while in graduate school. He allowed me to be creative within a frame work of realistic expectations.
Finally, my former production manager (although he had been their only 6 weeks before I left.) He is very matter of fact and numbers oriented. But, he had a human resources background that ground him in the understanding of human nature and how to get the most from limited human resources. I learned valuable lessons from all of these people and the others that have entered my professional, volunteer and academic life.
Question 22: Describe a situation in which your work was criticized?
While on active duty I did not hit it off with my new Command Master Chief. It was simply and purely a difference in approach. He was a recovering alcoholic and felt like he needed to be in control of every aspect of operations. This made many not only me uncomfortable. I had had the pleasure of working with another Master Chief that had also been recovering, yet had a hands off approach and did not feel like he had “control” everything. I had several meetings with him that did not produce any results. I did my job and let my Officer-in-Charge be my shield. It was the first time had a really been unable to at least come an amicable understanding with anyone. Finally, before he departed the command around Christmas time, I gave him a booklet of my poems as a final gesture of peace. He called me to tell say that even this was not welcomed. I learned that from this that some people are better left to their misery and you have to move on to those that will can see both the forest as a grand design and the individuals for their own unique splendor.
Question 23: If I spoke with your boss what would he say about your greatest strength and weaknesses?
My greatest strength. Humm, my ability to write effectively with clear purpose and meaning. Also that I am a forward thinker with an eye on the future that can see the big picture. Again part of the “being a bridge concept.”
My greatest weakness. Being impatient at times to move beyond the routine and not always focusing on the task at hand.
Question 24: How can you handle life under pressure with tough deadlines?
I started out in emergency medicine as a young navy Corpsman. The deadline and pressure of taking action to save a life is the one deadline that is truly unforgiving.
As a parent, Eagle Scout, sailor and college student I have put into action what Scouting teaches - “Be Prepared.” I have learned to expect the unexpected and to see things as a US Marine Colonel once advised me to consider - “Learn to see things with a jaundice eye.” By that he meant look at everything critically and how it can break. Then put processes in places to either prevent or minimize the break. This is called planning.
One way to plan is to know people. Knowing the frailties and abilities of people help makes you prepared for those breaks in the system. I have always tried, as hokey as it may sound from a mature man, to live by twelve simple words that I learned as a youth. That is to be: TRUSTWORTHY, LOYAL, HELPFUL, FRIENDLY, COURTEOUS, KIND, OBEDIENT, CHEERFUL, THRIFTY, BRAVE, CLEAN and REVERENT In any pressure situation it is the foundations of your character that helps you handle even unbearable pressure.
Question 25: What do you think you do better, staff work or line work?
Staff work. I am happier when I work with a team of self-motivated, hard-working people, that enjoy each other as human beings and like accomplishing together.
Question 26: In your (current) position what problem have you identified that was previously overlooked?
I was a Management Trainee/Line Supervisor in an industry by its own admission that is 5 - 10 years behind in automation and thought process. Frankly, I saw many inefficient issues with little support for change. During this time I realized that my forward thinking methods and concepts were not compatible with such an environmental. For my on mental and physical health I resigned my position to look for other opportunities.
However, when I took over as the Leading Chief (LC) of the Preventive Medicine Department at the Naval Hospital, Yokosuka, Japan I was walking into a department that had not had a LC in two years. My first discussion with my Officer-in-Charge (OIC) revealed a man needing relief. The first task he assigned me was to write an award for a 1st Class Petty Officer (FCPO). The FCPO had apparently done a cracker-jack job. I told the OIC that I would investigate the claims of success the FCPO was being site for. Upon my review I informed the OIC the alleged improvements were not supported by the facts. In fact claims of 1000% improvement were only supported by 50% improvements, etc. I recommended that he wait for me to have more time to evaluate the FCPO and then write the award as appropriate. At his insistence I was to write the award but use what actually I found as viable documentation. While the FCPO did make some contributions during the six months prior to my arrival they were not what the OIC had been told or had time to verify. I had warned the OIC that the FCPO had a hidden agenda and presenting this award now would “ bite the OIC in rear later.” The award was written with the “facts” available. In fact the FCPO used the presentation of the award to push a personal agenda that made life difficult for all concerned.
The hardest thing I had to do was document his unprofessional behaviors and write an appropriate evaluation. Unfortunately, it was later discovered he was also an abusive father and husband. By this time things had reached beyond my level and more senior personnel had to take action. By this time the OIC had admitted I had foreseen the issues that were being noted. The OIC retired and I was made the Interim Department Head. I cannot say it was fun but the lessons I learned were very valuable.
Question 27: If you had a choice of job and a company what would you choose?
The job. The work being done is important. I’d like to do the work I love for a company with a global presence and reputation, but this a distant 2nd to the JOB!
Question 28: Do you have any objection to taking a psychological test?
No
Question 29: Do you consider yourself a creative person?
YES
Question 30: How do you describe your personality?
Friendly, positive and outgoing. Yet, I enjoy the quiet, silent times with classical music in the background or a walk in nature to just think and reflect before taking action.
Question 31: What is your outside reading you do?
History, philosophy, poetry, etc. Recent readings: The Ethics of Star Trek by Dr. Judith Barad
Business @ the Speed of Thought by Bill Gates
Baden-Powell: Two Lives of a Hero by William “Bill” Hillcourt
The Corporate Planet by Joshua Karliner
Supervisor’s Script Book by Raymond DreybackI also like Tolken, the Webster’s Unabridged dictionary and Disney children’s books, in addition to my professional references. As a grandfather my grandson will have questions when he is old enough to speak and being able to have a diverse knowledge I can help him and the grandchildren to follow understand life not only through my eyes but the eyes and experiences of others. I also read the USA Today, National Geographic and sometimes Newsweek and Time. I am very eclectic in both my reading and my music.
Question 32: What are your outside activities?
My hobbies and interests are diverse and include: Scouting (Eagle Scout class of ’72/currently an Assistant Scoutmaster/Member Junior Leadership Training Team), Red Cross (Instructor First Aid, CPR and AED/ Member of the Pitt County Red Cross Disaster Training and Preparedness Team), fishing, camping, historical sites, hiking, soccer, building bird houses, college football (SEC Footbball), chess, writing poetry, gardening, model railroading, computers, cooking, and a whole host of others.
I like to travel and have been all over the world including places like Israel, Japan, France, Turkey, Egypt, Italy, Virgin Island, Korea, The Philippines, Australia, Portugal, Spain and Hong Kong to name a few. When I can get to a museum, zoo or aquarium I can get lost for hours taking in all the knowledge that is available. I have been inside the Great Pyramids and stood a top Mt. Fuji. The lessons from such experiences have been awe inspiring.
Knowledge is not just power as some claim. Knowledge it is also pleasure! The pleasure in learning new things and understanding from a different point of view.
Question 33: Are you continuing education?
Yes! I am currently working on a Masters in Occupational Safety and Health and hope to continue for a PhD. I am not sure what shape the PhD will take. I am also studying for certification exams as a Registered Environmental Health Sanitarian and a Certified Safety Professional. I would like to get a Business Management degree, even at the Associates level to give me a more well-rounded business knowledge.
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