Taking the Tough Jobs: Risk, Resilience, and Radical Transparency with Bill Osborne

<p>In today’s episode, I am joined by a fascinating guest, William (Bill) Osborne; a gentleman who has built his career in the industrial sector. He is the Senior Vice President of Enterprise Operations at The Boeing Company, the world’s largest aerospace company. Prior to this role, he was the SVP for Global Manufacturing and Quality at Navistar Corporation. And before that, he was the President and CEO of Federal Signal Corporation, a billion-dollar industrial organization.</p> <p><br /> William first started his career as a technical specialist product engineer for Ford Motor Company. Over the last 19 years, he has moved into many leadership roles, including President and CEO for Ford Australia as well as Ford Canada. Bill also currently holds board positions with Quaker Chemical Company and Rush System for Health.</p> <p><br /> In our conversation today, Bill shares his career background in-depth and his experience going from a from President and CEO of a billion-dollar company to being an SVP at Boeing — a nearly 95-billion dollar company. He offers invaluable advice to young leaders in any industry with regards to failing forward, career strategies to accelerate growth and development, and the dos and don’ts of becoming an exceptional leader. He also shares his thoughts on how we can better manage as leaders through the current COVID-19 crisis as well as his thoughts regarding the current BLM movement and how corporations and individuals can do their part.</p> <p> </p> <p>Key Takeaways:</p> <p>[:37] About today’s fascinating guest, William (Bill) Osborne.</p> <p>[1:54] Welcoming Bill to the show!</p> <p>[2:00] What drew Bill into the industrial sector and why he has stayed.</p> <p>[3:55] Bill speaks about how he ensures that he and his team stay up to date on what’s new in the industry.</p> <p>[5:30] Bill shares his experience on what it was like to go from President and CEO of a billion-dollar company to being an SVP at Boeing (which is a nearly 95-billion dollar company). He speaks about the day-to-day, h