427-SYB-Mary-Beth-Plank-Mezo.mp3: this mp3 audio file was automatically transcribed by Sonix with the best speech-to-text algorithms. This transcript may contain errors.
Mary Beth Plank-Mezo:
I literally remember early in my career thinking, okay, let’s put on the suit of armor and we’ll go into work or go into this presentation. And I have to show no fear, no vulnerability. I don’t feel the need to prove that to anymore. And I wish I would have learned that earlier in my career.
Carol Cox:
Hi, and welcome to Speaking Your Brand. I’m your host, Carol Cox. What is it like to be a woman in leadership and to use your voice, or to sometimes, maybe earlier in your career, to have wondered what’s the best way to use your voice or even to be encouraged to do so? Well, I am honored to have as my guest today, Mary Beth Plank, mezzo, who is Vice president of staff and cultural development at Full Sail University. Mary Beth has been here for 36 years now. I’ve been teaching here for 16 years, and we are filming right now in a studio on the campus of Full Sail in Winter Park, Florida. Mary Beth, welcome to speaking your brand.
Mary Beth Plank-Mezo:
Thank you so much, Carol. I’m very honored to be here.
Carol Cox:
Well, I have known you pretty much the entire tenure that I’ve been here at Full Sail, and I’ve seen how much you have advocated for the people who work with you and your teams and really for women across the entire university. But I would like to know. Let’s go way, way back. You made the jump from education into admissions and then eventually into what you do now, staff and cultural development. But let’s talk about kind of the what you were doing in admissions, because I know that was a big part of your career and kind of and helping you to define your leadership methodology and your leadership principles.
Mary Beth Plank-Mezo:
True. And as a matter of fact, talking about speaking, I actually had the, the, um, the nerve to, uh, reach out to the founder, John Phelps, and ask him if I could work for him in the admissions department. And, um, after about six months, I was able to make that transition from education to admissions, and had 20 plus years there where I just had a fabulous time.
Carol Cox:
So I love that you advocated for yourself. You saw something that you wanted to do, and then what do you think gave you the confidence to do that back then?
Mary Beth Plank-Mezo:
You know, I have no idea. I often wonder what possessed me to make an appointment with the the founder. Right. Um, although he did interview me for the for the job when I started. Um, but I pinched myself every day because I. And I encourage women do the thing you’re afraid to do because so many great things can happen as a result.
Carol Cox:
Thinking about that, what are some of the proudest moments you’ve had as a leader here?
Mary Beth Plank-Mezo:
That’s a good question. I mean, I’ve had so many great moments in admissions, but one of the proudest was, I think, starting or raising my hand to start the staff and cultural development department. Um, I was talking to a colleague who actually was thinking about the idea and thinking about the need. That Full Sail is big enough that we need to have a department for development of others. And I brought it up to him and he said, you know, I just don’t think you’re that person. And I said, but I still want to do it. And so, you know, for, for a couple of years I worked on that, collaborating with people all around the company. And to my knowledge, it was the first time that we had a company wide task force with people from every department. And, um, we did some great work and presented it to, you know, our co-chairmen, and eventually we became a department.
Carol Cox:
And what lessons do you draw from that experience, that thinking about the initiative and then putting it forth and then deciding that, yes, you, in fact, were the one that you wanted to do it? What lessons do you draw from that that either have helped you in subsequent initiatives or could help other people?
Mary Beth Plank-Mezo:
Well, the first thing is the answer no is not necessarily the answer no. It could be. Not now. It could be. Well, you need to come up with a different method. So it’s like I don’t consider a no an obstacle. But, um, I just have to reprioritize or rethink how to get that job accomplished.
Carol Cox:
And what did it look like to go company wide? Because you said this was probably the first time where an initiative where you did go to all the different departments. And so logistically, what did that what did that look like?
Mary Beth Plank-Mezo:
You know, it was, um, a really, really memorable opportunity. Um, and people really wanted to help, you know, we all were very purpose driven. Each person that was, um, that I asked to volunteer to be a part of this task force. Um, and they, they got excited about full sails, better future. And so I guess the lesson is, can you inspire people through your own vision to do something to make things better, and everybody wants to make things better? You know, they really do. If they are engaged, they want to make things better. So it was just a great, a great time.
Carol Cox:
Well, I know that a lot of the women that we work with are executives and professionals and they working within companies. And so sometimes they’re out speaking on stages and sometimes they’re presenting internally to get buy in from either within their team or from other departments. So it sounds very much like that was what you were doing as well, going to these different departments. And I love that you said starting with the vision. And then how did you approach the different departments? Because I’m sure some departments had different needs or different ideas compared to other departments, kind of based on what their goals and priorities were.
Mary Beth Plank-Mezo:
So I remember a female colleague, um, just sharing with me as we were in that meeting and she said, you know what? What if we listen to what everyone has to say? And so I listened to what every single person had to say, allowed them to express their passion for what the project would entail. And I think that was the winning combination. And, and and then I can talk about my thoughts, but hearing from everyone else was the perfect thing to do. So allowing others to be seen and heard first before you. Then use your use your vision, but also incorporating their ideas.
Carol Cox:
And co-creating the vision together.
Mary Beth Plank-Mezo:
Yes, creates buy in.
Carol Cox:
Oh, I love that. Mary Beth, has there been a time in your career where you wanted to use your voice and something held you back and you didn’t? Or you should have used your voice and looking back now, you wished you had.
Mary Beth Plank-Mezo:
All of the above. And I do remember earlier in my career a senior executive telling me speak up, because I really, in the early part of my career, I really deferred to the authorities. You know, if if you’re in a meeting with the president of the university, I’m not going to speak. You know, he knows everything. But the thing I didn’t realize is I had a different perspective than him. I had more of a ground floor perspective, which allowed for valuable insights. So that’s at some of the times I should have spoken up when I didn’t. Um, and then at other times, it’s been very fortuitous that I spoke up like the beginning of staff and cultural development. You know, even though even though you get to know, you still need to speak up.
Carol Cox:
So this idea of feeling like deferring to authority or you don’t want to maybe even rock the boat, or feel like you’re saying something that maybe they didn’t necessarily have thought of already. So do you still find that you still. Does that still come up for you in any way? Is it lessened, or have you decided that it’s like having this this kind of like ground floor perspective is the value that you bring to the other leaders?
Mary Beth Plank-Mezo:
Each year we have women apply to be in and we ask that question what holds you back? Nine times out of ten they say, I hold myself back. And so for me, just knowing that, realizing that lesson, I know that I’ve got to push myself outside of my comfort zone. Even when I don’t want to. Even when I want to hang back. Because my tendency is to hang back. But you got to do it anyway. You got to push past that.
Carol Cox:
And I’m so glad that I went through the Women’s Leadership Initiative program that was way back in 2015. And then you invited me to co-facilitate it with you in 2016. And I think we had a group of about 40 or 50 women from across the university, different positions who were part of that. And one of the most powerful sessions that we did is when we had some men come in who were leaders in different departments and talked about being advocates and allies. So how has that shown up for you in your career? How has it have you seen that show up for other women that you know?
Mary Beth Plank-Mezo:
You know, I have so many great advocates for me here at Full Sail that are men and that push me out. You know, that that challenge me when I want to hang back, because they know that they know that much about me, that I can have a tendency to defer, um, challenge me and push me forward and say, you know, this is really your responsibility. You know, you should A, B, C, or D. So yeah, I have lots of examples of that in my, in my career here.
Carol Cox:
And do you have you seen women who, as they are on your team, who you have given a push to as well, like helping them to say speak up or to raise their hand for a promotion or for a bigger project.
Mary Beth Plank-Mezo:
That’s actually my favorite thing to do is to, you know, my proudest moments here at Full Sail are seeing those leaders that I’ve supervised or mentored flourish. Um, so yes. And, you know, they always surprise me and do even more things and better than I could have ever done. So. So, I mean, any woman has got to have people that you are looking toward for your next career, but also you’ve got to be pulling others up and along with you, um, to advance their journey as well.
Carol Cox:
I know from some of our earlier conversations before today that you have said that one of the things that you love doing, which you just mentioned, is seeing the talent or the skills or the potential in the people around you, whether it’s people in your team or others at the university. And so why do you think that light you up so much? What like why? Why is like seeing someone’s potential. What does that do for you? And then what does it do for them?
Mary Beth Plank-Mezo:
I think it’s more of a gift to me than it is to them. Just to see potential realized is what we’re talking about, right? And what better thing could we do than to allow others to realize their potential? You know, it’s just it’s a real gift.
Carol Cox:
So it sounds like this idea of realizing your potential, it comes from self-advocacy. Like you going to the founder very early on here at Full Sail and saying, hey, can I work for you? Or saying, I had this idea for staff and cultural development as a department, and I would love to lead it. So we had the self-advocacy part of it, but then we have the finding those advocates out there who will say, maybe push you a little bit further than you can push yourself and actually have a third. So we have one, two, three. The third one is then, like you said, advocating for others, whether there are others who you’re supervising or maybe others at your same peer level, but saying, you know what? Like maybe that project is a good one that you should get involved in.
Mary Beth Plank-Mezo:
Absolutely. Always. Um, and thinking about if we are leading anyone, we are also responsible for developing them. So what are those things? A that can take you can take off your own plate and give to them. Um, as a way of growing leaders at full sail or growing leaders in general.
Carol Cox:
And so, Mary Beth, thinking about earlier in your career, even at at the midpoint of your career versus now. How would you describe your communication style?
Mary Beth Plank-Mezo:
Early in my career, I was very formal, and because I thought, well, that’s what you’re supposed to do. This is a real job. And so I’ve got to be very formal. Um, but I’ve completely changed. And I think now as a leader, I try to be very informal because I want to try to put people at ease. You know, people get intimidated by leaders at times. So I really try to be very informal in my communication style to actually develop trust, you know, create vulnerability and develop trust with with others.
Carol Cox:
Had there been any times where you’ve had vulnerable moments that you’ve shared with others, you don’t have to share the exact what exactly happened. But then what was the outcome of doing that?
Mary Beth Plank-Mezo:
Well, are you talking about maybe a vulnerability hangover?
Carol Cox:
It could be.
Mary Beth Plank-Mezo:
Did I say too much? Did I, you know, because you’re showing a sign of weakness and that’s what we think. But the amazing thing about it is we are showing others that guess what? None of us are perfect. We’re all human. We all make mistakes. So it allows them to show their true self, their real self, their full self to you, and you get the best work out of a person if they’re being their honest and authentic self.
Carol Cox:
And have you seen leaders around you do do just that. And then how did that make you feel?
Mary Beth Plank-Mezo:
Absolutely. Um, leaders that, um, I see it all the time, you know, I see it both ways. I see people who I don’t want to say put up a facade, but only show the strong part of their selves. And I think that’s limiting for others. And it doesn’t give permission, people, permission to fail. And what it does is it diminishes. Innovation is what I’ve I’ve seen people are afraid to to work outside of this one box. And so, um, it, it just thwarts, um, Innovation and getting better.
Carol Cox:
So and I know a lot of times as, as women, we feel like we have to show up perfectly and have all of our ducks in a row because we don’t want to be perceived as inept or incompetent or weak because we get these societal messaging, whether it’s consciously or subconsciously. So I understand why people put on a shield like like some protective armor for that. But I love your point about then the people around them feel like if they’re imperfect or they make a mistake, then maybe something’s going to happen to them that’s going to be negative versus like versus trying things and maybe taking a calculated risk that could lead to innovation.
Mary Beth Plank-Mezo:
Absolutely. You know, it’s so funny that you bring up putting the pieces of armor. I literally remember early in my career thinking, okay, let’s put on the suit of armor and we’ll go into work or go into this presentation. And I have to show no fear, no vulnerability. Um, and now that I’m really long into my career, I’ll say it that way. Um, I, I, I don’t feel the need to do that anymore. I don’t, I don’t feel the need to prove that to anymore. And I wish I would have learned that earlier in my career.
Carol Cox:
Do you feel like it’s because you have more credibility established now? So. Because what would you say to maybe younger women or even mid-career women who maybe they feel like, okay, well, the protective armor has served me well. They’re thinking to themselves because they have gotten to a certain place in their career, but maybe it’s holding them back and they don’t even realize it. How and when can they know that it’s okay to let some of that armor down or their small situations? They can do that in or with certain people who that are around them.
Mary Beth Plank-Mezo:
That’s a good question. I do think you should practice just a small little experiment, I would say to practice, but it also depends on the environment within that you’re in. If there is an environment where you’re not encouraged to take risks. You know, maybe that’s something and some people thrive in that environment. But if you’re one who really wants to grow and spends a lifetime learning and growing, I would recommend trying it on for size. And even if your leader is not vulnerable, what would happen? What would be the worst thing that happens if you are vulnerable? That’s called leading upward and so maybe they can learn from you.
Carol Cox:
Oh, that’s a great example of role modeling. Yeah. Role modeling goes all the way around.
Mary Beth Plank-Mezo:
Absolutely.
Carol Cox:
I do feel like vulnerability is contagious. And contagious is the best kind of way. When one person does it, it opens up other people to do it as well.
Mary Beth Plank-Mezo:
Yeah. And I would say strategic vulnerability. We’re not we don’t want to be too vulnerable and put every card out for others. But just do a test if you’re if you’re early in your career.
Carol Cox:
I love that. That’s a great that’s a great challenge to the audience to think about maybe something they can do next. I know, Mary Beth, you’ve been here at Full Sail for 36 years. I’ve been here for 16 years. I know so many people that we know have been here for ten, 15, 20, 25, 30, 35, 40 years and up. Why do you think so many of us stay here at Full Sail for so long?
Mary Beth Plank-Mezo:
Our culture, I would say, um, and of course, our founder and our president, Gary Jones, really modeled that way for us. But it also we spend all our lives, um, mentoring students to have a career in the industry. So that in and of itself is so rewarding. And I think all of us want to be around that energy, right? We want to we love to help others innately. And so I think Full Sail really draws that out in, in people. We we try to bring out the best in others.
Carol Cox:
Yes. And, and I do get the energy from the students. And I see because they’re excited about their careers or whether it’s working in film or music or business or marketing or I know we have lots of other programs that we have started, even since the core ones came about, and I love seeing them get involved in projects to where there’s projects on campus or like we do our digital marketing degree programs here at Full Sail. We do an AI marketing summit that’s online because most of our students are online, so they can come and join us from everywhere. And so we’re helping them to understand the ins and outs of artificial intelligence and all the possibilities that it has for their careers. So I really love to see all these things that students are getting excited about, because then it gets us excited. It also pushes us to stay at that leading edge of where innovation is going, whether it’s technology in a certain industry or trends, because we have to keep up with what the students are going to be learning.
Mary Beth Plank-Mezo:
And that’s another reason, right? I mean, so maybe people remain here because they’re so inspired, because they’re always learning and growing. And who doesn’t want to be on the leading edge of technology innovation? So that’s a really good point, Carol.
Carol Cox:
So what is next for you, Mary Beth?
Mary Beth Plank-Mezo:
Well, that’s a good question. Um, you know, at this point in my career, my goal and my passion is to mentor and coach others. Um, I want to look and see who are the next leaders at Full Sail University. Um, and so that’s what I’m putting my time in to do. Um, so that when I do step away, we’ll have plenty of, um, successors that are able and ready and willing to start where I left off and make it everything even better.
Carol Cox:
Well, Mary Beth, thank you so much for your leadership here at Full Sail. I know I have learned so much from you. I feel like you are a mentor and advocate for me and have been for a long time. So thank you so much for taking the time to come on to speak in your brand today.
Mary Beth Plank-Mezo:
Well, thank you so much. I’m honored, and I’m just so proud of what you’ve done in your career here at Full Sail. Um, so congratulations to you.
Carol Cox:
Thank you so much. And for all of you out there. So think about what we talked about here today. What are ways that you can advocate for yourself? Is there a position that you’re looking at in your organization? Is there a speaking opportunity that you have your eyes on? Maybe there’s a board that you would like to be a member of. Start advocating for yourself. The second thing is also to find those advocates for you who can help to champion you on your behalf for some of those things that you’re looking to do. And the third thing is to be advocates for others. Find either those who are a few steps behind you, or even peers at your same level, and champion them and advocate for them. It’s when we do all of these things that we make all of our dreams come true. Until next time, thanks for watching.
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