About Pat Scanlon

About Pat Scanlon

Pat Scanlon – Bio

I benefit each day from a diversified career. With roles and experience ranging from a Sports Illustrated Photographer to a Chief Technology Executive during the early days of the Internet, to a Digital Media Executive with USA TODAY Sports - and a seasoned entrepreneur.  

Throughout it all, I have been fortunate to work with (and learn from) many teams working together to achieve greatness - doing some amazing projects. 

For me, understanding how corporate culture, leadership (vs management alone), multiple business models, technologies, people, processes and projects all combine to play their part in the success of any business is crucial to success on so many different levels. Each has its own unique needs & dynamics for top-tier execution and long-term success.

This has been true of my entire working experience, but never more so than in recent years.  My most recent work has been leveraging this diverse set of skills and experience into consulting engagements that help clients in the areas of change, leadership, corporate culture & innovation management.  Working with them to set (or reset) internal cultures for businesses and teams that were being disrupted by technological, industrial, generational and/or customer behavioral change. 

Each area of a business has its own challenges as they relate to the bottom line, the stakeholders involved, their goals, and their connection with the company.  Lasting change happens only when the whole person is involved in making it happen. Essentially this means that each consulting opportunity must involve the stakeholders being able to own the change for themselves so that it can continue beyond the engagement. They need to be able to “fish” not be “given a fish.”  Do this and not only will your time spent with the client be successful, but it will also have long-lasting effects on the company, its goals, and the people who work there.

 Specialties:

Business & Technology Analysis, Leadership, Digital & Business Strategy & Development, Marketing Science & Technologies, Corporate Change, Entrepreneurship, Technologist (WIN, Mac, Linux & Open Source Solutions), Big Data (business process establishment, analytics and visualization), Collaboration, Change Management, Team and Business Crisis Management

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[BECAUSE] you need to get busy optimizing or get busy dying

Note: Spending some time recently with a client, helping them sort through their data aggregation and clean-up, gave me the opportunity to catch up with Randa Minkarah, Co-Founder & COO from Transform  Randa and I talked about the challenges that companies are still having regarding not only being “data-driven” but also turning their data into insights to get what they (actually) want – more revenue.  Randa details below a few simple steps (and simple home truths) about this process. Enjoy! Pat Generating Sustainable Revenues from Your Data by Randa Mikarah - Transform Digital - @Randam2 There is no question that year after year...

Leadership

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[BECAUSE] I Love You, But I'm Not Fond of Your Behavior.

Reward Behavior Not Actions When my children were small; I got an excellent piece of advice as to how to discipline them without crushing their spirit. When (not if) they did something that wasn't moving them in the direction that was going to make for a great outcome - it was suggested to me that I should affirm my belief in them first and then condemn the behavior. "I love you...but I'm not fond of (insert action here)." By phrasing it this way they understand that THEY weren't "bad," it was THE BEHAVIOR that needed to be corrected. In essence saying, "THIS...

Leadership

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[BECAUSE] you can’t bake a cake without cracking a few eggs.

7 things to look at - when things START to crack. #LeadershipMinit - As the old saying goes, “You can’t bake a cake without cracking a few eggs.” Mistakes or failures (cracks) can teach you where you need to concentrate your attention or training. Leading teams is not set & forget.  It requires your attention.  The first thing to do is observe.  How is the team progressing?  Note: This is where you need to discount the wins you have been getting in financial metrics, safety, morale etc. and instead watch for any pressures that are building as these will reveal where the cracks...

Leadership

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[BECAUSE] being the dumbest person is important

#LeadershipMinit - It's an adage - but a good one. One of the best team productivity hacks I've learned is to hire people who are better/smarter than you are.   Actively work to ensure you're the “dumbest” person in the room. It allows you to ask questions.   Asking questions allows you to both learn and to provide your team with the knowledge that you value their expertise, input, and opinions. A well-formed question is the best flashlight.  Questions provide insights that statements will never recognize. Over time being the "dumbest person on the team" has trickle-down benefits - a team that knows you value them, knows you're open to listening to them...

Leadership

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Bold Enough to Ask. Humble Enough to Kneel

[Lessons learned by spending a day with an icon of the 20th Century and the man sent to create a portrait of him.] Many years ago (1980's) I was fortunate enough to be the assistant for one of the great photographers of the last half of the last century - Brian Lanker. I got a call from him saying that we had to go and shoot Muhammad Ali for Sports Illustrated at his home in a exclusive section of LA. We were allowed a quick look around to see where we might want to take the portrait and we initially picked...

Thought Leadership

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"Develop, don't fix"

Great post by Dan Rockwell (@leadeshipfreak) His blogs are some of my favorites on leadership.  I especially like to read the comments under some of his posts.  That is where I found this gem: "Develop, don't fix." by a commenter (bhall03). Check out Dan's origianl post here:  12 WAYS SERVANT LEADERS SERVE OTHERS SO OTHERS ARE FREE TO SERVE OTHERS  

Thought Leadership

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[BECAUSE] the last thing you need are “List Junkies”

"A leader who must control every aspect of the work being done will only ever grasp as far as their own arms can reach." - PJS Legacy organizations and corporate institutions are filled with inertia; cultures that promote a “Tell me what to do” environment. I once inherited a department where my predecessor had purposely silo'd the department to develop a mystique about their work. Promoting that her team’s work was “black magic, smoke, and mirrors” was how she felt she could best retain her position. The effect of this type of leadership (really managing not leadership) was that she also compartmentalized all...

Innovation

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[BECAUSE] a case study is what is needed

 #LeadershipMinit "This is one of the most brilliant examples of being America’s national hometown newspaper I’ve seen in digital action. It’s a campaign that offers next to nothing in terms of prizes or rewards — or, to be fair, journalism — but gets right to the heart of mid-sized town school pride. It showers attention on high school sports — something utterly neglected as local news has withered..." - PandoDaily Executive Summary: Shortly after taking the reins at a division of USA TODY Sports it became clear that the technology challenges that the division had been having had lead to a shortfall in ad banner...

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