1.  Referring to Malcolm Gladwell’s book, Connectors, Mavens and Salesmen, you are a self-described “Connector.” Tell me why?
As part of his definition, ”Connectors” are described as having the ability to span many different worlds because of something intrinsic to their personality and some combination of curiosity, social ability and energy. I enjoy bringing people together when I think there is a business opportunity, a wonderful relationship to be established or something meaningful to share that people didn’t know about one another. Wearing my “Widmeyer hat,” I’m looking for business synergy or disparate partners who surprisingly have something in common that brings benefit to what each is trying to accomplish. And I don’t lose sight of the ability for this to grow our business.

2. What impact has this had as you’ve navigated throughout your career?
I don’t recall thinking in these terms in my younger years. I evolved and became comfortable with what I did well. It’s now second nature to me. This morning I connected two clients who didn’t know one other around an issue on which they shared a mutual interest. It’s the value-add that you bring to your business and, as noted, it can lead to additional work. It’s about helping a client see things in a different way or explore a direction they’d not thought about before.

3. Is there a distinction between connecting and networking?
I think so. To be honest, I‘m not someone who enjoys going to receptions or events and generally don’t find them to be particularly helpful to my business. This, in my view, is pure “networking”– helpful to some, not beloved by me. With “connecting” it’s more about linkages that move whatever it is — the client/prospective client — forward. I think, “What does person X and person Y care about and what’s in their parallel universe that might be to their benefit?” Connecting is more strategic than just that first meet-and-greet opportunity.

4.  What advice would you give to women who want to be better “connectors”?
Be very aware of your surroundings, know of what you speak, learn about the worlds others inhabit.  Be curious about them and be thinking, “Why should these two people know each other?”

5. When interviewing candidates for key positions, what characteristics add the most value to you and the firm’s overall strategy and success?
Part of it is simply intuitive. I interview a lot of people and sometimes you meet a candidate and have an immediate sense for his/her abilities and skill-sets. With that said, I’m looking for three critical characteristics:
>   Flexibility – If you offer a client a solution and it’s not working as expected, how flexible and able are you to find different ways of getting to the planned result?  How nimble/willing are you to think that there’s more than one way of getting there?
>   Strategic Thinking – It’s not only a series of tactics but asking,“What’s the end game?” Where does the client want to be tomorrow or a year from now and how do you strategically and smartly make sure that all the elements are aligned toward that goal?
>   Curiosity – It’s being curious about the client’s industry, issue areas and about him/her as a human being that allows you to be more helpful. It’s not just checking off the tic-marks at the end of each day. It’s a given that you’re going to read the client’s trades, but what else can you read that brings perspective and ultimately value for their endeavors?

6.  As a senior leader, is there anything you would have done differently that may help other women as they are working towards leadership positions today?
Yes, in retrospect, understanding finance. I would have taken business courses in college or earlier in my career. Understanding financial statements and the business side of the equation is critical. Equally important is being your own navigator. Seek out mentors to provide guidance and input, but think through what makes you happy, what you really want and then work to steer in that direction.