Victoria Pelletier is an experienced senior executive.
For over 20 years, she has amassed “corporate and board experience in strategy, operations, growth initiatives, M&A and business and talent culture and development.”
Moreover, Victoria Pelletier is a published author. She is also a sought-after public speaker, and she “regularly appears on national television and radio.”
As a leader, Victoria Pelletier is a visionary. She has a passion “for innovation, creativity and Diversity, Equity & Inclusion.”
Because of her work, Victoria Pelletier has won the 2020 Mentor of the Year Award from Women in Communications & Technology. She has also won the 2019 HSBC Diversity & Inclusion in Innovation Award.
Victoria Pelletier overcame a troubled family environment to get to where she is today. She says, “The pain and loss of my past feeds my drive and resilience.”
When she was starting out, Victoria Pelletier also came across her “share of setbacks, obstacles, and disasters.” She worked too much and her health and relationship suffered.
However, Victoria Pelletier decided to adopt “balance, choice, and discipline.” She chose to “drive toward happiness, health, and a high quality of life.”
As a leader, Victoria Pelletier also understands the need to delegate tasks. She says that leaders should show their team “how to do it right.”
Check out more interviews with visionary executives here.
The pain and loss of my past feeds my drive and resilience. Victoria Pelletier
Jerome Knyszewski: Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
Victoria Pelletier: My backstory is the kind you tell a therapist or police officer, not necessarily an audience.
Essentially, I was born into in a broken family environment. My drug addicted biological mother had mental health challenges and quite abusive.
The fact that I’m giving this interview is proof that I survived. Sometimes we learn what “not to do” from our family of origin. That would be me.
The pain and loss of my past feeds my drive and resilience.
Jerome Knyszewski: Can you tell us a story about the hard times that you faced when you first started your journey? Did you ever consider giving up? Where did you get the drive to continue even though things were so hard?
Victoria Pelletier: If you’ve really put yourself out there in the world, then you’re going to have your share of setbacks, obstacles, and disasters.
When I was just starting to achieve some success in my career, my health and my relationships suffered for it.
I was working all the time, missing milestones with my family, and taking on the kinds of habits that really wreck the body and soul.
I chose to stop marching down the path toward a slow death. What I mean by this is simple: balance, choice and discipline is everything.
I decided to drive toward happiness, health, and a high quality of life. All the above can be accomplished while thriving in the workplace.
If a brand’s employees aren’t “all in” on the merch/services, how can we expect consumers to be “all in”?
Jerome Knyszewski: Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘takeaways’ you learned from that?
Victoria Pelletier: I’ve told this story a lot recently. Many moons ago, I worked for the apparel company we associate with the greatest athletes in the world.
You know the one. One morning, I rolled into the office decked out in another brand’s apparel. I grabbed comfort out of the closet.
My colleagues were incensed that I dressed “off brand.” I didn’t think it was a big deal at the time, but now I understand why the team was frustrated with me.
If a brand’s employees aren’t “all in” on the merch/services, how can we expect consumers to be “all in”?
Jerome Knyszewski: Can you please share your “Five Things You Need To Know To Delegate Effectively and Be Completely Satisfied With the Results?” Please share a story or an example for each.
Victoria Pelletier: Just five? I’m probably good for fifty!
Know the Process and Desired Result
If you are going to effectively delegate, you should not only understand the outcome or deliverable expected, but ideally HOW the work gets done.
Leaders build confidence and trust with their team when they exhibit competence. Leading a burger joint?
Then you better know where to source the beef, cook it to perfection, and get it to customers in a timely manner with excellent service. Now teach your team to do the same.
Set Clear Expectations
If you are delegating, it’s critical that your team know what you expect of them, and by when it is expected. Be very transparent about what success looks like.
Back in my sports apparel days, my team made it very clear that people representing our brand needed to be dressed in our brand.
Explicit and transparent expectations shape behaviour.
Evaluate Progress and Performance
Leading a team requires you to regularly evaluate the work your team produces.
When setting expectations, be transparent about how the team will be measured and link their compensation directly to the performance expectations and outcomes.
When I engage my team on client work, everyone knows in advance that we will sit down when the work is done to put the deliverables under the lens.
Praise is delivered as appropriate, and coaching offered as needed.
Get Your Hands Dirty
When a deadline looms and the work isn’t finished, the leader returns to the tactical level and accompanies the team in accomplishing the work.
Said another way, those who delegate must be willing to do the detailed work also.
I can’t begin to list all the times I needed to roll up my sleeves and help my team get to the finish line.
If you get your hands dirty, you also sharpen your skills and show your team you can be trusted.
Be Open to Feedback
Those who delegate are not above feedback. Even though you’re the one assigning the work, you’re not elevated to some mystical level above your team.
Listen to the feedback from your team. Be responsive when concerns are presented. Fix your mistakes.
In my own leadership, I learn a lot from those I lead. Often, the people working on the front line have a great deal of insight to offer.
If you get your hands dirty, you also sharpen your skills and show your team you can be trusted. Victoria Pelletier
Jerome Knyszewski: One of the obstacles to proper delegating is the oft quoted cliche “If you want something done right do it yourself.” Is this saying true? Is it false? Is there a way to reconcile it with the importance of delegating?
Victoria Pelletier: False, false, false. If you want it done right, show your team how to do it right. Model the behaviour you seek from those you are leading.
Good preparation leads to good results.
If you’re telling yourself, “If you want something done right do it yourself,” then you’ve clearly suffered a leadership lapse.
Look in the mirror, learn from your leadership shortcomings, and help you people succeed.
Jerome Knyszewski: How can our readers further follow you online?
Victoria Pelletier: Find me on the social platform of your choice!
My personal website
Jerome Knyszewski: This was very inspiring. Thank you so much for the time you spent with this!
