Outlook Magazine - Fall 2025

leaders have the confidence to pause, reflect and question even their own ideas. When they listen and challenge, others feel heard, trust deepens and more effective teams emerge. It uncovers blind spots, invites diverse perspec tives, leads to better decisions and empowers people to invest in a shared mission.” EMPATHY Bill Flesch (’81) of Madison, is chief devel opment officer for Gordon Flesch Company Inc. and recipient of the 2024 Chancellor’s Alumni Award. He served as Cabot executive in 2010. “Empathy is a key component of leader ship skills. If a leader doesn’t have empathy for their team, the likelihood of success is exponentially more challenging. If a leader expects loyalty and maximum effort, the leader needs strong listening skills and the humility to accept there may be a more robust solution to the situation they are dealing with. Empathy opens the door to creative thinking without fear of voicing one’s opinion. It also leads to higher levels of satisfaction for the team players, which in turn leads to attract ing additional strong team members, creating longevity and stability for the entire team. The trust that an empathetic leader builds allows for projects to be completed faster with higher results. “Empathetic leaders also are quick to praise teams and team members with the proper recognition they have earned and deserve. Empathetic leaders understand they got to the position they have by the power and success of the team they represent.” VISION Claudia Knowlton-Chike (’83) has 40 years of extensive high-tech experience, progress ing from a foundational role as a packaging engineer to a global supply chain executive. She held diverse executive leadership posi tions and led large global organizations at industry giants like IBM, GE Health care, Motorola, and Facebook, culminating in her retirement from Google in 2022. She served as Cabot executive in 2006. “With vision, a leader provides a compel ling future, providing direction and purpose. Without a clear vision, people don't know where they're going. My favorite saying is: Be a CEO — Clarity in Communications, Lead by Example, Exude Optimism.”

Leadership in a Word UW-Stout Cabot Executives-in-Residence share ways to build a successful team

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eadership can come in many forms — a respected manager, an admired friend, a trusted teacher. And while there are many virtues that a suc cessful leader may carry, what are the most important aspects of lead

ership? We asked five former UW-Stout Cabot Exec utives-in-Residence leaders what is key to building a successful team. Their answers were unwavering: Leaders listen. They have empathy, vision and integrity. They hold their teams accountable. LISTEN William Stoehr (’70) is a full-time artist and former president of National Geographic Maps. He served as Cabot executive in 2023. He and his wife, Mary Kay (’71) , live in Boul der, Colorado. “My most important aspect of leadership and management in one word is listen . Listen. Challenge. Act. Everything begins with listen ing — truly listening — to your stakeholders, team members, key players and the broader environment. “Then, challenge your assumptions. Strong

Listen Listen Listen Lis

Top to Bottom William Stoehr (’70) Bill Flesch (’81) Claudia Knowlton Chike (’83) Major General Marcia Anderson Shelly Ibach (’81)

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University of Wisconsin-Stout