Succession planning is essential for ensuring an organization’s long-term success while cultivating the next generation of service leaders to guide the company into the future. In a recent fireside chat at the Smarter Services™ Executive Symposium  in Chicago, IL, Bob Feiner, SVP of Dell Technologies, and Jessica Lowney, Executive Strategy and Planning at Dell Technologies, shared insights into their leadership journeys, challenges, and tips on how to prepare for the next generation of service leadership.

The Scope of Leadership at Dell Technologies

Bob Feiner oversees all of Dell’s global client product services, including PCs, laptops, desktops, and gaming devices, supporting over 150 million devices across 150+ countries. With a team of 25,000 people—including 10,000 contact center staff and 15,000 field engineers—Dell ensures seamless support across its vast network. This global scale requires strong leadership and an effective strategy to maintain service quality and innovation.

Leadership Journey and Core Values

Feiner’s path to becoming an SVP at Dell wasn’t linear. He started his career in the oil and gas industry, where he faced early challenges, including job losses during downturns. These experiences helped shape his leadership style, grounded in empathy and understanding. Personal events further shaped his perspective, emphasizing the importance of empathy in leadership. 

These life events taught the significance of understanding and supporting employees through various stages of their careers and lives, ultimately building trust and authenticity in leadership. This approach enables him to foster strong relationships and lead effectively in a diverse global environment.

The Importance of a Collaborative Leadership Style

Feiner’s shares his leadership style is direct and team-oriented. He prioritizes time management, particularly when coordinating across global time zones, and believes in making quick, decisive actions. For him, failure isn’t something to fear but an opportunity to learn and course-correct. This direct approach ensures that teams stay agile and focused on achieving results.

Teamwork is central to Dell’s leadership philosophy. Feiner compares his leadership approach to a team sport: when a team wins, every member gets a ring, and that’s what he strives for—shared success rather than individual accolades. This belief in collaboration drives service teams to work cohesively, fostering a strong sense of unity and purpose.

Developing Future Leaders

Succession planning isn’t just about filling roles—it’s about cultivating the right mindset for leadership. As Feiner highlights, developing the next generation of leaders requires empathy, resilience, and a commitment to collaboration. These values should be deeply embedded in a company’s culture, preparing leaders not only for the challenges of today but for the future of the tech industry.

Emphasis is placed on key leadership philosophies, particularly around the importance of empathy, work-life balance, and relationship-building in the workplace. Here’s a breakdown of the essential points:

1. Ethos and Empathy in Leadership:
   • Feiner emphasizes the importance of caring about the well-being of employees, recognizing that personal life often outweighs professional commitments. A key message is that leaders should encourage their teams to prioritize personal relationships and downtime. This helps foster a more supportive work environment.
2. Relationship Building:
   • The conversation shifts to the significance of building relationships in the workplace. Feiner discusses the value of small, informal interactions, such as hallway conversations, to resolve issues without needing formal meetings. A personal approach to leadership, like asking about individuals before diving into business, is crucial to forming trust and respect.
3. Attributes of Future Leaders:
   • Feiner talks about the qualities they look for in hiring and developing future leaders. They prioritize ethical standards, adaptability to change, curiosity, and teamwork. Leadership is not just about being the smartest person in the room but about fostering talent and building a strong, resilient team.
4. Jessica Lowney’s Journey:
   • Lowney recounts her leadership journey, highlighting a significant period working in healthcare during COVID-19. The experience of leading through a crisis without a clear playbook taught valuable lessons about relying on teamwork and making the best decisions with available information. This resilient leadership approach has carried over into her role at Dell. 

These insights reflect a deeply human-centered leadership style focused on empathy, personal development, and a strong commitment to balancing life and work.

The discussion wraps up with reflections on collaboration, the future of leadership, and the qualities sought in future leaders. Here’s a summary of the key points:

Collaboration and Inclusivity:

Lowney highlights the excitement of collaborating with various levels of leadership at Dell, including vice presidents and senior vice presidents. She finds energy and fulfillment in this collaborative environment and appreciates the opportunity to contribute as a female leader. This sense of inclusivity and representation is both personally meaningful and valuable for the broader organization.

Future Vision:

Looking ahead, Lowney is enthusiastic about the rapid advancements in technology and the opportunity to lead with both technical innovation and human skills. She emphasizes the importance of balancing technological progress with exceptional human interaction and empathy. This combination is seen as crucial for delivering excellent customer experiences and maintaining a high standard of service.

Overall, the conversation underscores the importance of a balanced approach to leadership, where empathy, collaboration, and a passion for the work drive both personal and organizational success.

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