The Leadership Lattice presents: Art Zeile, CEO Hosting.com – Being a Successful CEO Entrepreneur


1.  How would you differentiate between what it takes to be a great leader in a start-up vs. an established, large company?  

I’ve been involved in both large companies and now 3 start-ups.  The entrepreneur CEO has to be passionate about sales and their product. You are the chief sales person. You also have to have risk tolerance.  A 50K decision in a start-up can have very significant implications where in a large company, it can be just a drop in the bucket.  The entrepreneur has to be comfortable in their ability to make those risk filled decisions
and ultimately has to make good decisions each and every time.  There isn’t much margin for error.

2.  How has building Hosting.com been different from building Inflow? 

We built Inflow in my basement, organically; it was a pure start up.  At Hosting.com we are acquiring companies to build a national platform quickly.  It has taken us 2.5 years to reach the point that took 7 years at Inflow. With that has come a different set of issues.  First and foremost, culture. At inflow, we hired everyone, so building culture was easier.  We could hire people for culture and  value fit.  At Hosting, we spend a  great deal of time merging and combining the DNA of all of the companies.

3.  What’s your approach to leadership?

I view myself as the Chief Talent Officer of the company.  I spend my time making sure I have surrounded myself with people who are more talented than I am in each functional area.  Joel Daly, my COO, and I have a goal of building 50 C level executives over the course of our careers.  We constantly look to give our people more responsibility and through that are constantly forcing them up a learning curve.   Joel and I believe that this company exists as a team. Joel and I share and office and always have.  We visibly show people that all functions have to work together seamlessly.

4.  What were some important leadership lessons for you?

Through the downturns we have learned that we need to build in a safe harbor where we are self reliant and can continue to run the company through those times. The second lesson has been that people want to work for you because they believe in your values. They want to work for a team that they can trust. Values transcend the business model.

5.  How did the Air Force help you prepare for your career today?

The Air Force taught me about honesty and that has become a key differentiator.  In the Air Force Academy, the honor code was ingrained in us as Cadets. When I left the Academy, and entered active duty in the Air Force, that honor code remained intact. .  But once I made it to the commercial sector it was not necessarily intact. We have been able to maintain that same value system of honesty and integrity in our companies. Our clients trust us to be honest and be responsible and forthright with both our success and failures and this has served us well.

6.  Tell me about an important mentor?

My boss in the Air Force, a Brigadier General, could tell me that I hadn’t done my best work but could also build and maintain a bond of friendship.  Positive accountability is a unique skill.

7.  How do you motivate your team?

We seek out people who are looking for more responsibility and want to grow in their careers.  We offer the environment where people can make mistakes and learn without fear. We also focus on them as people and their families.  We want to make this a place where people want to come to work.

8.  How do you hire?

We subscribe to a philosophy of top grading.  Top Grading is a book written by Colorado author Brad Smart.  We ask people to get detailed about their career path, the decisions they made, how they would grade their own performance and how they think their supervisor would grade them.  We want a holistic view of the entire person.  Beyond that, I focus on people’s strengths. I want to be sure to put people into a role that takes advantage of those strengths.  

9.  What other qualities are you trying to get at in the  interview?

We look for passion, intellect and if a candidate was a point person on an accomplishment rather than an innocent bystander and lastly how they work within a team.

The Leadership Lattice– an interview series conducted by Ann Spoor, CEO of Executive Lattice. These interviews are designed to cultivate
conversation about building strong leadership in the public and private sector.

You can view the video of this interview by going to www.executivelattice.com and going to The Leadership Lattice.

The Leadership Lattice presents: Richard Lewis, CEO of RTL Networks – How Would Gen’l Patton Lead?


  1. What is your approach to leadership?

General George S. Patton was once quoted as  saying, ‘Never tell people how to do things, tell them what to do and they’ll  surprise you with their ingenuity.’ That sums up my approach to  leadership.  It’s my job to create our  vision, direction and goals.  I allow my  employees to take ownership and drive toward those goals.  I’m only going to be as successful as my  people will allow me to be. I focus on making sure my people have the right  tools and remove any roadblocks to ensure their success. When they’re successful,  the organization is successful; when the organization is successful, I’m successful as the leader.  My focus is on the business, not in the business.  This is the important distinction.

  1. What were some important leadership lessons for you?

I remember as a young Lieutenant in the Air  Force, I went home one break period and was venting with a good friend from high  school; talking about all of the things I was dissatisfied with and how I  wanted things to be different. He asked me, “Aren’t you in charge?” He told me  that I had been groomed to be a leader and so I needed to lead.  I realized that I had control and options and  had to take responsibility.  This conversation started to push me in the right direction.  I don’t think he realized the impact he had, even to this day.

Also, I remember my early days in both the military and in corporate America, when unexpected things happened, things we didn’t plan for, it was hard not get frustrated or flustered.  Now, I’ve learned to expect the unexpected.  We still continue to plan.  We are shooting for greatness, trying to accomplish big things, and we know that there are always going to be obstacles.  But, I teach my people not to lose their cool and to keep moving forward.

  1. Did  you have a mentor early in your career?  If so, what was it about that person that impacted you in the  biggest way in your career?

There is another expression – when the student is ready, the teacher will appear.  I’ve had many mentors-  whether they have known it or not.  Some
have taught me how to be and some, how not to be.  Everyone is a mentor to some degree.  It’s very apparent when someone wants to be the ‘Boss’ because their ego demands it or whether someone wants to get something done and is focused on accomplishment. I work very hard to be the person who wants to get things accomplished.

  1. How do you hire? What questions do you ask?

There are so many qualities that we look for like  timeliness and attention to detail. These are no different than any business, large or small. But, as a small business, I had to learn that everyone has to  wear lots of hats.  When I started RTL, I  developed an organizational chart that had all of the typical boxes.  The difference was that my name was in every box.  My employees have to be flexible and pick up the ball with little or no support sometimes.  You have to have an entrepreneurial spirit to  be successful working in a small company.

  1. What qualities are you trying to get at in the interview?

Interviews are very important. They give you the chance to get to know someone who you will be living with professionally, hopefully for a long time.  Everyone has prepared for the canned questions and they have their canned answer.  I even expect a certain answer before the candidate begins to speak.  To counter this, I like to create scenarios and see how people respond, both through their body language and what they say, what questions they ask.  These scenarios tell me if they will be a fit in our company, in our culture and in that role.

Thanks for following the Leadership Lattice!

The Leadership Lattice presents: Bruce Dines, Vice President and Managing Director of Technology Investments for Liberty Global Ventures.


The Leadership Lattice– an interview series conducted by Ann Spoor, CEO of Executive Lattice. These interviews are designed to cultivate conversation about  building strong leadership in the public and private sector. The Leadership Lattice presents: Bruce Dines, Vice President and Managing Director of Technology Investments for Liberty Global Ventures.

What is your approach to leadership?

Many leaders get confused between their sphere of influence and span of control. The great leaders all understand that sphere of influence is much more important.  Span of control leaders are concerned about the size of their organization.  It’s also much more important as a leader to engage your teams than it is to attempt to control their direction. People want to be given the freedom to exercise their own brain power and develop their own projects. People who are challenged will always perform better and provide more energy and effort to an initiative than if you’ve given them an assignment and demanded completion. It’s about ownership. The art of leadership is helping people discover what needs to be done and how their skill sets can most benefit the business and the company. It comes down to ensuring that every single individual that reports to you feels as though they’re respected, that they’re valued, and that they’re heard.

How does your role differ, depending upon your internal role at Liberty versus the role that you may take on at your portfolio companies?

This concept of sphere of influence versus span of control is directly relevant to my role in Liberty. I have one direct report at Liberty.  It’s a company of 20,000 employees.  But, my sphere of influence is considerable.  First because of the successes that we’ve had within the technology investments we’ve made in new and disruptive technology companies. And second, because of the Office of Innovation that I lead at Liberty. This is our idea incubator – a portal that not only enables but encourages anybody in the company to submit an idea that they think will save the company money, will drive revenue for the company or will engage better teamwork or cross-function development. You can see that my role within Liberty shows the real juxtaposition between span of control which is very limited and sphere of influence which is really global and broad.

As far as the portfolio of companies that we’ve invested in, in most cases I have a Board position in the company, either a non-voting or voting position.  In all the companies where I’ve got a voting position I’m also on a sub-committee.  I actively work with our entrepreneurs in developing the company’s strategic direction and helping the executive team avoid the kind of mistakes I made when I was a young entrepreneur.

What were some important leadership lessons for you in your career?

A lot of young, bright college graduates who are identified for executive roles get identified because they’ve got native intelligence coupled with very strong attention to detail and very good analytical skills. And it’s almost an oxymoron, because people who have those qualities, when they move into a supervisory or executive role tend to micromanage.  That’s what they know how to do.  I took my detail orientation and my analytical skills and immediately thought the best way for me to add value as a leader was to show everybody how they needed to be more detail oriented and analytical, and I learned that this was not the best way to lead people.

Did you have a mentor early in your career?

I had a number of mentors along the way.  The first one that I recall was a really gifted leader, everything that I’ve spoken about.  He was a great listener; he was well prepared; he had a very strong understanding of the business; he valued and respected people. He was the kind of guy who could actually tell you that you were not performing at your best level and rather than go away angry, I’d go away motivated.  It’s so much about how feedback is communicated and ensuring that the underlying message is not one of “do this or else”; it’s “I want to get the best I can from you and I know you want to get the best out of yourself.  How do we work together to realize this potential?”  He had the ability to energize people and get the most out of them and that ties back to this whole concept of Art of Leadership.  He was one of the best overall leaders I’ve ever worked for.

How do you hire and what qualities to you generally look for in a person?

I use what I call the ‘hang out factor’ in addition to the typical Q&A. I meet with people several times.  I want to get to know them.  Would I want to sit next to them on a 9 hour flight to Amsterdam?  Time helps me understand their personality and cultural fit within the organization. I’m always looking for native intelligence.  I’m always looking for people who are thinkers and can articulate their thoughts well.  I look for creativity because I don’t think that business today puts enough of a premium on creative thought. I’m not at all shy about hiring people outside of traditional business realms.  In regards to interviewing, I ask very open ended questions.  Who, what, how, when, where.  I like to get specific examples and so when someone represents to me that they’ve accomplished something, I’m always going to ask them for the specific example and result.

When you’re looking at a potential investment, what qualities do you look for in the management team?

We may invest in a very early stage company where we know we’re going to add people to the management team. This company will have very promising technology and a strong technologist and a strong visionary behind how that technology can become commercialized. We also invest in later stage companies and in that case, I’m looking for a reasonable amount of synchronicity among the managing team. Before we invest we’ll spend time with managing team members.  But mostly what I look for is the leadership qualities I’ve talked about in the CEO. I would rather invest in a company that has a mediocre business plan and a great management team, than a great business plan and a mediocre management team.  They will always outperform.  Ideally, I look for both.

The Leadership Lattice presents: Joe Assell, Co-Founder & CEO of GolfTEC, The GolfTEC Story, Part 1 in a 3 Part Series


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