Top Workplaces 2022: Q&A with three CEOs who were recognized for their leadership during a transitional year

Milwaukee-area CEOs say they're still navigating the effects of the COVID-19 pandemic. But these last two years have taught them to be nimble, humble and more compassionate. 

Three executives were recognized with a special award for leadership in the Journal Sentinel's 2022 Top Workplaces for Southeastern Wisconsin. The honorees are: Sue Marks, CEO of the talent and recruitment company, Cielo, recognized for large employers; Tim Schmidt, Delta Defense LLC, for midsize companies (Delta Defense is part of the U.S. Concealed Carry Association, which provides training and marketing for supporting safe gun ownership); and Brandon Briesath, CEO of Touching Hearts at Home, a home-care service for older adults and people with disabilites in the small companies category.  

The Journal Sentinel talked with Marks, Schmidt and Briesath about how they led their companies during the last year. Here is an edited version of those conversations: 

How has the pandemic changed the way you lead? 

Briesath: The pandemic has posed its challenges for sure! I think the ability to adapt to the new environment and lead the team through one of the most challenging few years in my 15-year tenure was a great learning experience. I truly feel we came out stronger than we did pre-pandemic.    

Marks: I’d like to think it hasn’t … in terms of transparency, openness, humility, authenticity. But in reality, the pandemic demanded different things of all of us as leaders. I think mostly it demanded a much more “human,” more personal — authentically personal — and vulnerable kind of leadership. Each of us went through this roller coaster of a couple years with our own ups and downs, and acknowledging it was and is OK was absolutely necessary. We don’t hire an associate for eight hours a day or whatever. … We hire a whole person who is that person 24x7. And supporting them in bringing their best self to work and to their personal lives was and is critical. And when any of us can’t and doesn’t bring their best — and we all have those times — giving ourselves and others some grace is key.

Schmidt: To effectively navigate the pandemic, we have had to continue the flexibility we offer in most areas of our business. Since our inception, we have been a dynamic and entrepreneurial company, equipped with employees who understand and embrace the pace of change. In March of 2020, we effectively moved a large portion of the company to remote operations within 48 hours and implemented changes in work and staffing schedules as needed to ensure our customers could continue to count on us. We implemented new tools to improve cross-company communication efficiency as well — and I’m incredibly proud of how quickly we adapted. 

What was the most difficult decision you had to make for your company in 2021? What did you do and why? 

Briesath: The toughest decision I likely made during 2021 was having to turn families down simply because of the lack of available employees. We are very particular on the caregivers we chose here, and facing a countrywide employee shortage made our process that much more difficult. We opted to be very transparent with new families on how this will impact the time it takes to find the right fit for their loved one.

Marks: I think the hardest decisions we had to make throughout 2021 were about how to flex and scale appropriately for ourselves and for our clients, particularly as each country and region was in a different place with the pandemic. We also had to balance staying as flexible as possible with our employees. And needing to do all of this with imperfect and incomplete information was and still is, hard. We consistently listened to our people and to our clients and remained agile in our approach to make accommodations based on strategic direction and comfort level.

Schmidt: Having a growth mindset is one of our core values at Delta Defense. The most difficult decision was keeping our foot on the gas and continuing to grow the company. While companies around the country scaled back or slowed down, we chose to keep moving forward and expanded the company, hiring 270 employees. 

What are the biggest challenges you see for your company in the year ahead? 

Briesath: The employee shortage will continue to be our largest hurdle in 2022.  Fortunately, we have managed to retain almost all of our tenured staff and continue to excel in staffing our live-in 24/7 cases!

Marks: Continuing to be a great place to be. Note I didn’t say to “work.” … I want our organization to be a place where people can be their authentic selves … where they can achieve more than they thought possible … where their aspirations can become reality … where they learn and grow personally and professionally. And if they need to change gears or directions, we need to be a place that accommodates that as well, which we are.

Schmidt: The continued growth that Delta Defense saw in 2021 and already in 2022 makes the scaling-up process one of the challenges in the year ahead. Over the past two years, the organization's exponential growth created the necessity to smartly pivot initiatives and infrastructures, allowing the organization’s efforts and newly established roles to proliferate in the coming year. 

How do you instill confidence in your employees? 

Briesath: We support our staff with constant communication and recognition. I feel that if we make a good match upfront and show our gratitude towards the work that they do, they will feel confident and appreciative during their time here at Touching Hearts.   

Marks: Consistent, open communication of our plan, commitment to our customers’ success and commitment to employee growth and success.

Schmidt: It is very simple — through open, honest, and transparent communication. At Delta Defense, we implemented a weekly companywide meeting where we review performance, provide updates, celebrate success and give employees the opportunity to provide comments or questions on current company initiatives or ones they believe should be explored. 

What makes you a great leader? 

Briesath: I enjoy what I do and the people who work with me. We all share common goals and have similar mindsets. I try to recognize my team's accomplishments and support them throughout their workday. Staying passionate about the work we do and surrounding myself with the best people has helped me to be a better leader.  

Marks: Well, you’d have to ask others about that. I guess what I’d say is I’ve made enough mistakes to be humble, I’m experienced enough to know what I don’t know and I’m open and transparent. I also empower people to act, to be bold in making decisions and to make mistakes and learn from them.

Schmidt: The key to a great business is to lead by example. I embrace the gratitude and servant leadership approach. As CEO,  I can have visions and goals, but those are brought to the market through the efforts of every employee at Delta Defense, providing them a valuable and recognizable part in the success of this company.

As a servant leader, I can’t stress the word helping enough. My role as CEO is to provide guidance, empower and challenge my team members to exceed their goals. If I am a great leader, it is because I never stop learning, assisting, surrounding myself with industry experts and championing the continued innovation of those around me. Looking at Delta Defense today, I am humbled by the lifesaving work performed and the culture that has garnered us seven years of Top Workplace Place recognition. 

Corrinne Hess can be reached at chess@gannett.com. Follow her @corrihess