“Use competitive edge to advance your knowledge”

David Wilson, CEO of Elite Clinical Network, discusses the way ECN specializes in the field of clinical research, which is the testing of experimental medication and vaccines on human beings in order to collect safety and efficacy data. As an example, ECN administrated COVID vaccines to several thousand participants, they then collected clinical data that was used to measure antibody production while also identifying adverse events. The data was then used by the FDA to ensure the vaccines were safe and effective for society.

ECN has been in business for nearly 15 years, so they're past the survival phase now. When COVID hit, many research companies folded or had to take out government loans, but David is glad to say they didn't need one. They have always been very discipled with their finances and kept a large reserve of funds for situations like COVID. They were also very efficient and effective when it came to being diversified. When COVID shutdown 100% of their current projects, they quickly diversified to COVID related projects and won several new contracts that allowed them to prosper. David says you must always focus on diversification, both in good times and bad times.

David is not very big on culture-measuring metrics; he runs his company more like a military platoon or basketball team. When you are at work, it is game time, everyone must focus on their performance goals in order to increase the company’s scale of economies. That’s not to say a leader shouldn't take an interest in their staff's well-being. It's suicide to appear heartless, so David holds frequent employee meetings and monthly personal checkups. He also believes in corporate gatherings and yearly Christmas parties, which allow staff to bond on a personal level while also recognizing outstanding performers. In David’s view, cultural problems (if/when they arise) are easily identifiable and easy to fix; they mostly involve a single "bad apple" that just needs tossing out.

When asked about implementing new technologies, David explained that his industry has been very straightforward for decades, there really hasn’t been many changes that necessitated the need for newer technologies. However, that doesn’t mean they haven’t noticed the newer internet technology and social media tools. David says again that a good leader will always stay knowledgeable and in doing so, he hired younger managers that understood this newer technology and in return optimized his company’s overall performance. He may not understand what an Instagram boost is but seeing the results on a performance chart is all that really mattered.

David believes in the power of accountability and responsibility metrics. Accountability is setting goals with hard timelines; responsibility is creating a sense of control or duty. All of David's managers (and staff) have very defined duties with very clear goals and strict deadlines. Everyone in the company has been trained to first seek out solutions before presenting a problem to him or a manager. He explains that they can't simply enter his office with just a problem; they must have a solution ready to present. He believes that this method provides more independence and more trust. To run an effective and efficient business, a leader cannot have a "Helicopter" mentality, hovering over your team is simply overwhelming and too daunting for any leader.

David advocates stepping back and trusting in your team to do their jobs, in return, one garnishes more respect, less stress and less required oversight.

David says his first take on being a good role model (leader) must start with someone who already has great success in their field of work.; without success, it’s simply too hard for anyone to take you seriously. He also believes one needs a strong emotional IQ, ongoing professional skills and very big confidence. A great leader will always continue their education, will always control their emotions, and will always project a high level of confidence. It’s simply too hard to get anyone to follow you without first possessing these three core traits.

If you’re already a business owner, manager, or CEO, he advises setting firm goals and timelines for your staff, without these you are allowing your staff to assume how the business should be ran. Always keep your education and knowledge flowing and constantly look for ways to diversify. Many firms went under during COVID because they didn’t know how to diversify and/or simply ran out of money. Be smart with your company’s finances and always keep a reserve for rainy days or when an opportunity rises to expand or grow.

If you’re new or just starting out in life, David’s advice is simple, become a problem solver. Find an issue in any industry and figure out how to fix it or make it more efficient or more effective; these are called competitive advantages. Be the most experienced and knowledgeable person in your field, always maintain a positive attitude and never express yourself emotionally. Never use derogatory words, insults, or profanity; always maintain your posture no matter how someone else is acting or treating you.

David’s final words of advice to both new and veteran leaders… always be humble and treat people with respect, maintain strong morals and ethics, become a problem solver and find/protect your competitive advantages, be disciplined with your finances and always think of ways to diversify. Last and final advice, always be prepared for the curve ball, don’t get so comfortable that you’re not prepared when that curve ball is thrown at you or your business!