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Within the aggressive world of tech, Amanda Lannert, CEO of Jellyvision, stands out not just for her unconventional profession path but additionally for her dynamic management model. Underneath her steerage, Jellyvision has developed from a gaming and digital company into an HR tech firm that now serves 25% of Fortune 500 firms. Regardless of the success, Lannert’s management mantra stays rooted in fixed enchancment. As she places it, “There may be nothing at Jellyvision that may’t be improved. There may be nothing about me that may’t be improved. So, the place will we need to get began?”
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Lannert’s journey with Jellyvision started in 2000 when the corporate was navigating a quickly altering tech panorama. With little prior expertise in expertise and gaming, Lannert initially joined Jellyvision hoping to be taught and contribute. Nonetheless, her adaptability and problem-solving expertise led her to the function of CEO.
Her story exemplifies the significance of being open to vary and prepared to pivot when confronted with new challenges. Certainly one of her key items of recommendation for leaders is to acknowledge that, “The world is stuffed with change. There is no such thing as a extra stability. You would possibly as effectively do what you’re keen on with folks you want and respect.”
A pivotal second in Jellyvision’s transformation was the shift from creating CD-ROM-based video games to creating interactive instructional software program. As Lannert defined, this transfer was guided by the need to interact and educate customers on sophisticated topics like well being advantages—an area usually uncared for by way of user-centric design. In the present day, Jellyvision’s flagship product, ALEX, makes use of participating, customized interactions to assist staff perceive and select their advantages, a course of that may save firms important prices and increase worker satisfaction.
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Lannert’s strategy to management is each refreshing and grounded in authenticity. She emphasizes the necessity for transparency and integrity in enterprise dealings. “You are able to do a nasty take care of good folks, however you’ll be able to’t do a superb take care of dangerous folks,” she shared, highlighting the worth she locations on character over revenue. For aspiring leaders, Lannert suggests specializing in surrounding your self with people who will problem you and provide truthful suggestions. “Discover somebody who loves you and can inform you the reality,” she advises.
In the end, Lannert stresses that an organization’s success is constructed on its folks. “Jellyvision is only a enterprise that was, is, and all the time shall be solely nearly as good because the those who we’ve got,” she says. Making a tradition of openness and creativity is central to her management technique. Lannert encourages different CEOs to embrace change and by no means accept mediocrity. Her willingness to adapt, paired together with her perception that everybody has room for enchancment, units a robust instance for leaders trying to drive development and innovation in their very own organizations.
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