Chapter 1: The Path to Leadership

In the realm of executive leadership, the weight of words is profound. People often interpret your statements as definitive answers to every challenge. Over time, I have learned the importance of choosing my words with greater care.

Being a CEO revolves around effective communication and guiding the organization. However, it’s vital to remember that even CEOs need input, constructive criticism, and innovative ideas from their teams.

As part of our series titled 'Five Lessons I Wish I Knew Before Becoming a CEO', we had the privilege of speaking with Thomas Jensen, the CEO of Milestone Systems. This Danish tech firm specializes in video management software, and Jensen’s approach emphasizes the significance of people and company culture in leadership. His collaborative style thrives on diversity and strives to challenge conventional norms to accomplish ambitious objectives.

Before we delve deeper, could you share your journey leading to this career?

In the early 2000s, it was common to believe that becoming a CEO required a background as a CFO or engineer. I didn’t fit either mold, so I set out to acquire knowledge across various domains early in my career. This non-traditional approach resulted in a winding journey rather than a straightforward ascent. While my business education laid a solid foundation, frequently shifting industries and roles sometimes felt like navigating against the current. Nevertheless, these experiences imparted invaluable leadership lessons. Although I wouldn’t recommend this path to everyone, it has allowed me to recognize the importance of valuing diverse perspectives and placing people and culture at the forefront of my leadership approach.

The most fascinating experience since I took the helm at Milestone was my initial focus on connecting with colleagues. I was eager to hear their stories and insights, and a recurring theme emerged: many referred to Milestone as a family. This sentiment resonated across our global teams, revealing a unique and valuable bond that unites us all.

I am grateful for the opportunity to gain such insights, thanks to the board's encouragement to invest time in understanding the organization before making strategic adjustments.

Could you recount a humorous mistake from your early days in leadership? What lesson did it impart?

My first project outside Denmark took me to Finland, where I underestimated the cultural differences in business communication. The meanings of "yes" and "no" differ significantly from what I was accustomed to, leading to several amusing misunderstandings. This experience underscored the necessity of recognizing and respecting cultural diversity. With over 48 nationalities represented in our headquarters, I am constantly reminded of the vital role that diversity and cultural nuances play in our organization.

Everyone's success is often supported by others. Is there someone specific you appreciate for helping you along the way?

I am thankful for the candid advice from many mentors. One memorable piece of advice came from a former mentor who quoted a Sting song: "If you love someone, set them free." This philosophy of empowerment has guided my leadership style, reminding me to motivate those around me and mentor aspiring leaders.

Making tough choices is part of leadership. Can you share a difficult decision you've had to make?

Life is rarely black and white, and I often find myself faced with decisions between two equally viable options, each backed by scant evidence. The key is to avoid paralysis by analysis. The only poor choice is indecision; thus, a leader must weigh the facts and trust their instincts to make the right call.

Now, let's focus on the essence of your role. Many believe they understand what a CEO does. How would you differentiate the executive role from other leadership positions?

The CEO acts as the steward of the company's strategic vision, ensuring smooth and profitable operations while steering towards defined goals. This role requires a broad perspective of the organization, while also being able to dive into the details when necessary. In my experience, I spend approximately 80% of my time overseeing from a high-level perspective and 20% focused on details. The key is to delegate operational responsibilities to empower the team while holding them accountable to deliver.

What myths would you like to debunk regarding the CEO role?

A prevalent misconception is that CEOs are infallible. In reality, we are just like everyone else, equipped with similar levels of knowledge and expertise, but facing different expectations.

What stark contrasts have you noticed between your actual job and your initial expectations?

When accepting any position, one never has the full picture, leading to unexpected nuances. Fortunately, my role has largely met my expectations.

Do you believe everyone is suited for executive leadership? What traits foster success, and what characteristics might deter someone from aspiring to be an executive?

I believe that most individuals can step into executive roles if they are dedicated and possess certain skills. A genuine curiosity about people is paramount. This interest enables leaders to inspire and guide their teams effectively. I view individuals as more than mere resources; they are people deserving of respect and understanding. A strategic mindset is the second crucial trait necessary for success.

What advice would you offer fellow leaders to cultivate a positive work culture?

At Milestone, we actively promote diversity to strengthen our teams and enhance our work culture. While discussions about diversity often focus on gender and ethnicity, it is equally important to seek individuals with varying perspectives and insights. Our People First strategy reinforces our culture, reflecting our commitment to prioritizing individuals in all we do.

How have you leveraged your success to contribute positively to society?

I believe that the success of an executive alone does not enhance society. Rather, it is the purpose behind our work that makes a difference. At Milestone, our mission is to "Make the World See." We strive to develop video technology that positively impacts lives and contributes to a safer society.

Lastly, could you share your "Five Things I Wish Someone Told Me Before Becoming a CEO"?

While I don’t have five distinct lessons, one significant realization is that once you hold the CEO title, people often listen to the title rather than the individual. I have learned to express my thoughts more cautiously than before, understanding that effective communication and openness to feedback are essential.

What movement would you inspire for the greater good?

Responsible Technology is vital, harnessing the benefits of innovation—like AI and video technology—while ensuring we respect human rights and data privacy. It is crucial for technology leaders to collaborate with lawmakers early to mitigate public fear of technology.

What is your favorite life lesson quote, and how has it shaped your journey?

"Perception is reality" resonates with me. It underscores the importance of understanding how others view me and taking responsibility for shifting that perception through my actions.

Finally, if you could have a meal with anyone, who would it be and why?

I would love to meet Cathy O'Neil, a mathematician advocating for responsible algorithms. Her insights on balancing technology's advantages and threats would make for an enlightening conversation.

Thank you for sharing these invaluable insights, Thomas. We appreciate your time and reflections.

In this video, Thomas Jensen discusses his leadership journey and insights on company culture.

Here, Thomas Jensen elaborates on a people-first approach to leadership, emphasizing the importance of valuing team dynamics and diversity.