Navigating Tomorrow: 3 Leadership Skills to Succeed in the Age of AI by Lori Brock

In this Leadership Insider series, Margaret Jaouadi speaks with senior-level business leaders to ask them what in their view are the top 3 leadership skills needed by the leaders of tomorrow to succeed in this changing world and why and what shaped them as a leader.

For the second part of the series, Rupert Haffenden, Head of Sector – Renewable Energy & Cleantech and Associate Director at Pacific International, introduced Margaret to Lori Brock. Lori is a Chief Technology Officer (CTO) of the US at Enstall, an Amsterdam, The Netherlands headquartered global company specializing in rooftop solar mounting solutions.

Margaret Jaouadi
Thank you for participating in our Leadership Insider series, Lori. Perhaps before we start talking about leadership skills, please introduce yourself and tell us about your foray into leadership.

Lori Brock
My leadership journey has an interesting trajectory. I am currently serving as the Chief Technology Officer US at Enstall where I play a pivotal role in driving the renewable energy transition. With a Ph.D. in physical chemistry, my career commenced in a laboratory setting, focusing on technical aspects of lighting and LEDs. Progressing through managerial roles, I eventually became the Head of Innovation in a large lighting company before transitioning to a similar role in an engineered materials company. For the past year and a half, I’ve been at Enstall, leading technological advancements in the solar energy domain.

My career to date reflects a seamless integration of technical expertise and management acumen. From steering technical groups to managing entire departments, I’ve honed my skills to contribute significantly to the innovation landscape. This journey positions me uniquely as a leader who can navigate the intersection of technology and renewable energy, driving impactful change in the pursuit of a sustainable future.

Margaret Jaouadi
You started at Enstall as Vice President of Product Development and Innovation and then a few months ago you were promoted to CTO. Tell me about this transition.

Lori Brock
The distinction between the Vice President role and the Chief Technology Officer (CTO) position at Enstall lies in their nuanced responsibilities. While both roles share similarities, particularly in a technological context, the primary difference lies in their focus.

As the Vice President overseeing product development and innovation, my responsibilities were focused on leading the product development organization to deliver new and improved products to drive Entall’s growth.

On the other hand, I would characterize my role as CTO role as more strategic. In this capacity, my responsibility extends beyond the short-term technical roadmap, with a stronger focus on identifying opportunities for future Enstall growth. This makes the CTO role inherently more business-oriented, requiring a combination of technology and strategic acumen to propel Enstall forward.

Margaret Jaouadi
Were you always interested in senior-level leadership positions?

Lori Brock
For the past five years, one of my key career aspirations has been to assume the role of Chief Technology Officer. I believed that it would empower me to have a greater influence over the organization’s strategy, mission, and vision. This goal took a more tangible form in my last role at an engineering materials company, where I aimed to become the CTO of the group. However, after more than two years, it became evident that this ambition might not materialize due to the impending acquisition of our smaller company by a much larger one, boasting a workforce of 90,000 people. Recognizing the limited path to achieving my CTO goal within the larger organization, I decided to step out of my comfort zone and pursue new opportunities, ultimately leading me to join Enstall.

This career transition highlighted a valuable lesson — acknowledging that not everything is within one’s control but the power to shape one’s career is. The move to Enstall, which I consider an excellent decision, fulfilled my aspirations for professional growth within a dynamic and forward-thinking organization.

Margaret Jaouadi
I admire the clarity you had of what you wanted to achieve professionally and the impact you wanted to have. Where did it stem from?

Lori Brock
During my two-decade tenure with my initial company, I came to realize that while the day-to-day aspects and the company’s mission initially aligned with my career goals, my professional advancement was stalling. In hindsight, I stayed there too long. Recognizing the need for change, I left and embraced a valuable lesson: when the company’s mission and culture no longer align with your values or career objectives, it’s crucial to take charge and seek change. This realization shaped my approach at the second company, where I set a three-year timeline to achieve my career goals. And I think that having that perspective helped me get to where I am today.

Margaret Jaouadi
I also recently left a company after 25 years with them to take charge of my career so that part of your journey resonates with me well.

Lori Brock
Leaving a familiar and comfortable environment can be challenging, especially when you like and appreciate the people and daily interactions at work. I’ve learned that when something doesn’t align with your core needs and desires, it’s crucial to overcome the inertia of comfort. I do not advocate for frequent job changes but rather recognize when a situation no longer suits your aspirations, be aware that the world is filled with opportunities, and it’s essential to be open to exploring new paths that align better with personal and professional goals.

Margaret Jaouadi
Lori, thank you for sharing your career insights. Having collaborated with many diverse leaders as well as being one yourself, could you shed light on the top 3 qualities that you find crucial for future leaders to be successful?

Lori Brock
I have thought quite a bit about it. I’d say the first leadership skill that is important to me and can make or break an organization is trust and building trust.

In both tasks—defining what needs to be done and understanding the roles of individuals within a team—building strong work relationships is paramount. As a CTO overseeing a substantial team responsible for executing the company’s mission, I always emphasize the importance of trust. I rely on my team to align with the company’s goals and values. I must believe in their integrity and values, just as I expect them to trust in mine. This reciprocal trust forms the foundation of an organizational culture where everyone is committed to doing what’s right for the company and for each other.

In an environment where trust prevails, there’s a shared belief that everyone will act in the best interest of the company. Trust facilitates openness, allowing individuals to admit mistakes, be receptive to learning from those mistakes and others, and collectively drive towards success. For me, this foundational trust becomes the cornerstone for a culture where mutual collaboration thrives, so cultivating trust is the primary leadership skill essential for steering an organization to success.

Margaret Jaouadi
How do leaders build trust?

Lori Brock:
Building trust, in my view, begins with a commitment to unwavering honesty and transparency. It’s crucial not to engage in workplace politics but instead, communicate openly and sincerely with employees, fostering a culture of reciprocal honesty. Trust is further solidified through unambiguous communication, reducing uncertainty, and ensuring everyone is aligned with their objectives. Recognizing and acknowledging successes, attributing credit appropriately, and, equally important, admitting mistakes collectively as an organization, contribute to the trust-building process. This inclusive approach, where individuals feel valued and are encouraged to act with confidence, ultimately propels the organization toward shared goals and success.

Margaret Jaouadi
What is your second choice?

Lori Brock
Another vital skill, from a CTO’s perspective, involves cultivating an innovative mindset. In my view, fostering an innovative mindset means being receptive to new opportunities, maintaining agility, and having a positive outlook when disruptive technologies emerge. It’s not about blindly chasing trends but distinguishing between impactful innovations, and mere distractions or “shiny objects,” and aligning these tools and technologies with strategy to propel the organization forward. This discernment ensures the strategic adoption of technologies that genuinely contribute to progress, steering clear of media-hyped trends that may not align with the organization’s core objectives.

Margaret Jaouadi
And I’m sure that your scientific mind helps you stay grounded and guides those decisions.

Lori Brock
Absolutely. The organization I lead is full of engineers and scientists adept at processing vast amounts of data to distill it into decisive points. Maintaining a resolute approach to decision-making grounded in the data is crucial. We prioritize actions based on informed choices rather than adopting things simply because they are novel. The emphasis is on aligning our initiatives with the information available, ensuring that each decision contributes meaningfully to our overarching mission.

Margaret Jaouadi
What is your third choice?

Lori Brock
And my third skill I would say is being prepared.

None of us can predict the future, but preparation is key. I am a strong advocate for having a clear mission and strategy, a well-defined vision, and regular communication of targets and values to employees. Staying ahead in technology involves continuous learning, technical and competitive analysis, and staying informed about emerging technologies, even if not immediately applicable to the business. Creating an adaptable and agile team that fosters a collaborative environment is crucial—encouraging ideas, a willingness to work on new initiatives, and taking calculated risks. By proactively implementing these measures, you build a team ready for any challenges, fostering resilience and adaptability in the face of volatility or uncertainty, making preparedness a paramount skill.

Margaret Jaouadi
Do you think that having a diverse team helps you to be prepared?

Lori Brock
Absolutely. I strongly believe that my team should reflect the diversity of our customers, and in the solar industry, our customers are global and diverse. The potential impact on renewable energy and reducing our carbon footprint spans across different languages, rural and urban areas, and diverse demographics worldwide. To effectively address the varied needs of our customers, it’s paramount to have a team that comprehends and represents this diversity. Creating a team that mirrors the diversity of our customer base is a priority for me, ensuring we can understand and meet the unique needs of customers from all corners of the world.

Margaret Jaouadi
Thank you very much, Lori. And I have one last question for you: what had the biggest impact on the type of leader that you are today?

Lori Brock
I thought quite a bit about this question, but I couldn’t pinpoint a defining moment. I am a scientist at heart and my education and extensive training have ingrained in me a habit of keen observation throughout my career. I’ve closely watched managers and leaders whom I considered exemplary, choosing to emulate their positive qualities. Equally, I’ve observed leaders whose approaches were uninspiring and demotivating, making a conscious decision to avoid those behaviors entirely. This scientific approach to leadership has allowed me to internalize a set of practices that contribute to building a high-performing team—one that is prepared, trusts each other, and embraces an innovative mindset.

Margaret Jaouadi
Thank you so much, Lori. It’s been a pleasure.

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