"Every experience is a chance to 'be better' through reflection and growth."
Welcome to ValiantCEO Magazine, where we bring you exclusive interviews with visionary leaders who have made a mark in the world of business and leadership like Paul Bramson, the CEO of The Paul Bramson Companies, a name synonymous with leadership development and training excellence.
With over two decades of experience in sales, global training, and leadership, Paul Bramson’s journey from a Fortune 100 company’s motivational speaker to the founder of his own enterprise in 2001 is nothing short of inspiring. Hailing from Boston and now a long-time resident of Atlanta, Bramson is a highly motivated and passionate individual who exudes a contagious drive.
At The Paul Bramson Companies, their mission is clear: to help professionals elevate their skill sets and become more authentic and impactful leaders. Their renowned “Like a PRO” training series, featuring modules like Leading Like a PRO®, Communicating Like a PRO®, and Negotiating Like a PRO®, has transformed the careers of hundreds of thousands globally.
Join us on this enlightening journey into the world of leadership with Paul Bramson, a true beacon of inspiration in the corporate landscape.
Check out more interviews with entrepreneurs here.
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Table of Contents
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Paul Bramson: I’m CEO of The Paul Bramson Companies, which I started over 22 years ago. My professional journey up until then was in sales, global training, and leadership. I was incredibly fortunate at a very young age to be given the opportunity by a Fortune 100 company to speak, train, and motivate global professionals before venturing on my own and starting my company in 2001.
I grew up in Boston, went to Boston University, and have resided in Atlanta for almost three decades. I’m an incredibly passionate, driven, and highly motivated individual. This is what led me to venture out on my own and start The Paul Bramson Companies.
At The Paul Bramson Companies, we specialize in helping professionals elevate their skill sets — whether it be through training workshops, coaching sessions, or keynote talks. The goal is to have them become more authentic and impactful professionals and leaders.
In fact, we’ve created our own widely acclaimed training “Like a PRO” series which includes Leading Like a PRO®, Communicating Like a PRO®, Listening Like a PRO®, Coaching Like a PRO®, Negotiating Like a PRO®, Selling Like a PRO®, Presenting Like a PRO® and Interviewing Like a PRO®.
The great thing about this series is that it leverages proven training methodologies over years of our work and experience that we customize to any industry, company, or team. We’ve trained hundreds of thousands globally, helping leaders and their teams reach unprecedented new heights.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Paul Bramson: This one is an easy one to identify. For over 20 years, our work and industry were in-person; our trainings and my speaking engagements were 100% in-person. In 2020, with the onset of Covid, training organizations — including mine — had to pivot their offerings to a virtual world quickly or face significant financial challenges.
It was impossible for in-person training sessions, workshops, and classes to continue as usual. This forced a rapid shift towards virtual and remote training, which required significant adjustments for me and my team of trainers (who I refer to as “Team Bramson”).
Transitioning from traditional, in-person training to online formats, methods, and interactive curriculums required me and my team of trainers and educators to quickly adapt to new tools and teaching methods. Many (including myself) were not prepared for this abrupt change and had to learn how to use various online platforms effectively and quickly.
Covid accelerated the adoption and acceptance of digital communication tools, so it was imperative that I get on board fast. Before Covid, I firmly believed that virtual training couldn’t come close to the impact or engagement of in-person training; therefore, why offer it? I couldn’t have been more wrong!
Covid forced me to embrace and adapt to a “new normal” and rethink my business model. So, I put in-person training in the rearview for the time being and went forward. To my surprise, there was no downside to virtual — the impact was not diminished one iota.
The business more than doubled over the next 10 months, and we identified new opportunities that companies and leaders needed as much and as quickly as we had. In a short time, The Paul Bramson Companies became one of the global leaders in virtual engagement training.
How has a failure or apparent failure set you up for later success?
Paul Bramson: The ability to learn from mistakes, missteps, or failures is a valuable teacher. I will add that ongoing, consistent, and constant reflection on all trainings, talks, sales conversations and interactions with others is integral for growth. It is not just the bad moments we should learn from, it’s every engagement, so we can also “be better” as I like to say.
To focus on your question though, each of my failures along this journey has taught me something important about business and life, which I use to improve and make better decisions in the future. Learning from one’s mistakes is a fundamental aspect of leadership and human growth.
Winston Churchill said it best, “Success is not final, failure is not fatal: It is the courage to continue that counts.”
How do you build a resilient team? What qualities do you look for in your team members?
Paul Bramson: Building a resilient team requires a thoughtful approach to selecting team members from the start, developing talent, and fostering a supportive and open environment overall. Resilience in a team context refers to the team’s ability to adapt, recover, and thrive in the face of challenges, setbacks, and changes. Here are some key steps to building a resilient team and qualities to look for in team members:
- Ensure that the team understands its purpose, goals, and the importance of their work. Having a clear direction helps team members stay focused and motivated in their day-to-day work, especially during challenging times.
- Foster open and transparent communication within the team. Encourage team members to share their ideas, concerns, and feedback. Effective communication helps prevent misunderstandings and builds trust.
- Build a team with diverse skill sets, strengths, and backgrounds. Different perspectives and abilities can contribute to creative problem-solving and a well-rounded approach to work in general, as well as challenges and problem-solving.
- Empower team members to take ownership of their work and decisions. When team members feel trusted and empowered, they are more likely to take initiative and contribute positively to ensure the team’s resilience.
- Cultivate a collaborative environment where team members work together, support each other, and share knowledge. Collaboration enhances problem-solving and helps the team navigate challenges collectively.
- You need to encourage adaptability and flexibility in the face of change. Resilient teams are quick to adjust their strategies and plans as circumstances evolve.Provide supportive leadership that encourages growth, provides mentorship, and offers guidance. Leaders who lead by example and are approachable create a positive team atmosphere.
- Foster a culture of continuous learning and improvement. Encourage team members to learn from failures, mistakes, and successes to enhance their skills and resilience.
- Embrace conflict. Yes, I said that. Conflict is not always bad — it can lead to growth and deeper engagement with a topic or subject. If navigated and handled well, it can also lead to stronger more respectful relationships.
Specific qualities in team members are important when building a resilient team because they contribute to the team’s ability to effectively navigate challenges, adapt to changes, and maintain a positive and productive work environment. Resilience in a team context goes beyond simply withstanding difficulties — it involves bouncing back from setbacks, learning from experiences, and thriving despite adversity. Here’s what qualities play a crucial role in building a resilient team:
- Team members with a positive attitude can uplift the team even during challenging times. They bring optimism, energy, and a can-do spirit to the team.
- Look for individuals who adapt well and are open to change, willing to learn new skills, and able to adjust to evolving situations.
- Effective communication is crucial for sharing information, collaborating, and maintaining a positive team dynamic.
- Seek team players who are willing to collaborate, share ideas, and work together toward common goals.
- Individuals with high emotional intelligence can understand and manage their emotions and effectively navigate interpersonal dynamics within the team.
For my company, I look for high performers who are self-motivated individuals who take initiative, set goals, and are driven to excel in their roles. They are open to and welcome feedback when needed, as I welcome it from them to ensure we are always getting better and doing the best we can for our clients.
Resilience and grit will play a key role here. Prioritize individuals who have demonstrated resilience in their personal or professional lives because they are more likely to handle challenges with determination and bounce back from setbacks. Team members who are empathetic and supportive of their colleagues contribute to a positive team environment that promotes well-being.
How do you maintain your personal resilience during tough times?
Paul Bramson: Let me start out by saying that I’ve been incredibly fortunate to not have had to deal with incredibly tough times, but I do hold true to the saying, “When life throws you a curveball, swerve.”
This is how I approach challenges and what I did during Covid: I swerved and got back on track with a new strategy/plan based on the needs of the times, my clients, and the world at that time.
I also want to note that resilience can be facing “one of those days,” where nothing goes right, or an audience is not engaging with your content or the training materials you have prepared for them. Life requires resilience in many situations. The tough times just really test the tools you’ve learned, built up, practiced, and honed over time.
That said, for all of us, this is a really important question to think about. Maintaining personal resilience during tough times is crucial for several reasons. Here are some principles and strategies I employ to maintain personal and professional balance that serve me when resilience is required:
- Confidence in decision-making is first and foremost. Every day, I draw on my own decision-making skills and trust the judgment and advice from my “board of advisors” to navigate uncertainties. We will get to the board of advisors in a moment, but practicing decision-making and gaining confidence in who you are, and your process for making decisions, is integral every day, and far more so in challenging times.
- I recognized the importance of being adaptable in business and life. You always have to be flexible and have the ability, knowledge, self, and situational awareness to pivot when facing unexpected challenges or changes.
- While I will take calculated risks, they are calculated as I am weighing and managing them effectively. I take the time to assess all possible outcomes, plan contingencies, and make strategic adjustments to mitigate negative outcomes.
- I’ve learned to keep my long-term perspective and goals in mind. During tough times, I remind myself to focus on the bigger picture to maintain resilience.
- I have — and highly recommend for everyone to have one too — a “board of advisors.” I value my network and relationships in the business world. I have a large network as well as a smaller group that I’ll seek advice and support from for a number of reasons in my business and personal life, especially during challenging periods. These are my people who are either experts in one area or another, my own team who knows my business and me, or even family and friends. These people know me, advise me carefully, and provide feedback along the way for my own personal growth and development.
- As I’ve grown older (more mature I like to say), I’m more interested in developing various skills to enhance my skill set and brand. During tough times, building skills that are relevant to overcoming specific challenges is a priority.
- Focusing on action and not dwelling on setbacks is how I’m built. I’m hyper-focused on identifying actionable steps to address problems rather than getting caught up in negativity.
- Finally, I have a candid and direct communication style and try to maintain a positive attitude. I’ll use humor and optimism to cope with challenges and maintain motivation.
What strategies do you use to manage stress and maintain focus during a crisis?
Paul Bramson: Below are strategies I use to manage stress and maintain focus during a crisis:
- I know how important it is to have a positive mindset, so I concentrate on being upbeat and having a positive attitude. It’s also important to have a positive outlook, reframing challenges as opportunities, and reminding myself of my track record and strengths.
- Physical activity is a must for me, so working out every day when I’m home and not on the road takes priority to manage stress and be healthier and stronger — physically, mentally, and overall. Regular workouts allow me to release endorphins and release the pressures I feel from any stress.
- I will lean on my support network, including friends, family, and advisors for guidance, encouragement, and emotional support during challenging times.
- Effective communication is something I will always leverage. I consider myself an effective communicator and I use those skills to convey my needs, delegate tasks, and lead others effectively during a crisis.
- Positive distractions and activities like travel bring me joy and relaxation to help me manage stress and maintain focus. I’ve found that balancing intense periods with positive distractions to be beneficial.
- Finally, self-belief or self-assurance plays a crucial role in helping me manage stress during a crisis. Being able to believe in myself and have confidence in who I am individually — as a speaker, trainer, or coach — reduces negative self-talk and self-doubt. Since I have learned and worked on this throughout my career and life, I’m far less likely to engage in self-criticism and harmful thoughts that can exacerbate stress.
How do you communicate with your team during a crisis?
Paul Bramson: Effective communication with your team during a crisis is crucial for maintaining trust and navigating challenges successfully.
As I’ve experienced more and as my leadership maturity has evolved, I recognize the importance of prioritizing the transparency, empathy, and clear guidance you need to help your team navigate the crisis with confidence and resilience. Here are some key strategies that I have used throughout my career to communicate effectively during a crisis:
- Transparency is where you’re open about the situation. Provide clear, accurate, and timely information. Avoid withholding information or providing vague responses, as this can lead to confusion and mistrust.
- Communicate regularly with frequent updates to keep your team informed about the evolving situation. Even if there are no major developments, providing regular updates helps reassure your team and keeps them engaged.
- Choose the right channels to reach your team. Depending on the urgency and nature of the crisis, you might use email, instant messaging, video conferencing, or even phone calls. Whichever method you prefer, ensure that your team can easily access the information you’re providing.
- Listen actively and encourage your team members to share their concerns, questions, and feedback. Actively listen to their input and address their needs and worries. This two-way communication fosters trust and can lead to better decision-making.
- Show empathy and support towards your team members who may be personally affected by the crisis. Offer support and resources to help them cope with the situation, both professionally and personally.
- Stay calm and composed. Your team will take cues from your demeanor, so maintain a calm and composed demeanor, even if the situation is stressful. This can help reassure your team and instill confidence in your leadership.
What advice would you give to other CEOs on building resilience in their organizations?
Paul Bramson: It starts with embracing change, meaning CEOs need to adapt to changing circumstances and technology. I’ve had the honor and pleasure to work with so many different executive leaders and CEOs in over 30 different industries in a span of 25 years.
From my experience, conversations, and observations, it’s apparent to me that there is a strong need to foster a culture that values innovation and is open to change. Being willing to pivot, learn, and adapt to new trends and challenges is key to resilience.
I would encourage CEOs to think beyond short-term gains. It’s important to set ambitious goals and stay focused on their mission, even in the face of setbacks. The short-term gains can wear quickly on a workforce, which can lead to burnout and expensive churn.
As we look to the next generation of the workplace, there is the continued importance of diversity and inclusion within organizations to create diverse teams and foster more inclusive work environments. Diverse perspectives can (and will) lead to more creative solutions and better problem-solving in challenging times.
CEOs must surround themselves with talented individuals. The need to build strong leadership teams and develop a supportive work environment where employees feel valued and motivated to contribute their best efforts is paramount.
I believe CEOs should prioritize transparency in their communications. Transparent communication fosters trust between the CEO and employees, shareholders, customers, and the public. When people perceive that a CEO is open, honest, and forthcoming with information, they are more likely to trust their leadership.
All of this is to say that CEOs in today’s workplace should have a personal growth mindset. Top talent is attracted to organizations led by CEOs who demonstrate a personal growth mindset. Employees want to work for leaders who are invested in their development and offer opportunities for growth and advancement, so there needs to be intentional effort into continually learning and growing, seeking advice from mentors, and their personal “board of advisors.”
CEOs play a significant role in leadership development within their organizations. A growth mindset sets a positive example for the entire leadership team and encourages them to embrace personal growth and skill development, as well.
How do you prepare your business for potential future crises?
Paul Bramson: This is a complex question because there are a lot of “it depends” situations. Being prepared for potential future crises requires a proactive and comprehensive approach to risk management and business continuity.
I’m going to speak to areas where I and my team excel which is all around the communication piece. There are many more things to consider, and by taking these proactive steps below, a CEO can enhance the organization’s resilience and readiness to navigate potential future crises effectively.
- Assemble a crisis response team comprising key leaders and decision-makers from various departments, including operations, finance, HR, legal, and communications, and clearly define their roles and responsibilities in the event of a crisis. This also involves developing a comprehensive crisis management plan that outlines the company’s response protocols for various types of crises, which should include communication strategies, decision-making processes, and clear escalation procedures.
- Develop a clear and consistent communication strategy for both internal and external stakeholders. Designate a spokesperson or communication team responsible for disseminating information during a crisis. Transparency and timely communication are essential.
- Maintain open lines of communication with key stakeholders, including customers, suppliers, investors, and regulatory authorities. Building strong relationships can be invaluable during a crisis.
- Depending on the crisis at hand, bringing in outside experts may be required, or in the best interest of the company and team, to navigate what has happened and what lies ahead. Using all your resources to identify what is needed and solicit recommendations for who is the best to help is key.
- Finally, foster a culture of learning and adaptation within the organization. Encourage employees at all levels to identify risks and propose improvements to crisis preparedness.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Paul Bramson: The most important lesson I’ve learned during times of crisis is that effective leadership is deeply rooted in empathy, compassion, and a human-centric approach. Leaders who prioritize the wellbeing of their people, communicate transparently, and foster a culture of resilience and adaptability are better equipped to navigate crises and lead their organizations to a more sustainable future.
This lesson has been particularly emphasized and reinforced by the various crises that have unfolded in recent years, including the COVID-19 pandemic, economic downturns, social and political upheaval, and natural disasters.
Empathy and human-centric leadership are crucial in a time of crisis. A people-first approach where leaders have recognized that, during a crisis, the well-being and safety of employees and stakeholders must take precedence. A people-first approach means prioritizing the physical and emotional health of individuals within the organization and in the broader community.
I mentioned earlier in the article that effective crisis leadership involves clear and transparent communication. Leaders have learned that honesty and open dialogue are critical to building trust and maintaining morale, even when delivering difficult news or making tough decisions.
It’s become apparent since the turn of the century and the influx of different generations into the workforce that leaders have come to understand the importance of providing support for employees’ mental and emotional well-being. Acknowledging the stress and challenges that people face during a crisis and offering resources for coping and resilience is essential.
The fast-changing nature of crises requires leaders to be adaptable and agile. They have learned the importance of making swift decisions based on evolving information while remaining open to adjusting strategies as needed.
Crisis leadership often involves collaboration with various stakeholders, including government agencies, nonprofit organizations, and other businesses. Leaders have learned the value of inclusive decision-making and partnerships in addressing complex challenges.
Empowering employees to make decisions and contribute to problem-solving has become a hallmark of effective crisis leadership. Leaders have discovered that by trusting their teams and granting them autonomy, they can tap into collective creativity and resilience. They have also recognized that resilience is a key leadership trait and have learned to bounce back from setbacks, adapt to changing circumstances, and view crises as opportunities for growth and learning.
Crises often present ethical dilemmas. Leaders have emphasized the importance of ethical decision-making, integrity, and corporate social responsibility during challenging times.
Finally, the interconnectedness of the world has made leaders more globally aware. Leaders have learned that a crisis in one part of the world can have ripple effects on a global scale, emphasizing the need for international cooperation and understanding.
Jed Morley, VIP Contributor to ValiantCEO and the host of this interview would like to thank Paul Bramson for taking the time to do this interview and share his knowledge and experience with our readers.
If you would like to get in touch with Paul Bramson or his company, you can do it through his – Linkedin Page
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