The Power of Persistence in Career Growth

In this episode, Tony Otsk shares her unconventional career journey from fitness and art to leadership in the energy sector. She discusses transferable skills, the importance of persistence, and how to develop effective leadership and mentorship practices.

Key  Topics

• Transferable skills across industries
• The importance of persistence and timing
• Building relationships and trust in leadership
• Scalable leadership development programs
• The value of curiosity and asking questions
• Women’s leadership in energy sector

Transcript

SPEAKER_00 0:02

This is Under Pressure, Compressor Talk by Midwest Compressor. Strategies, systems, and stories from the compressor world. With your host, David Abshire. And now, on to the show.

SPEAKER_01 0:20

Good morning. This is David Abshire with Under Pressure Podcast. This morning we have Tony Otts calling in with us. Tony, thanks for being on the call this morning.

SPEAKER_02 0:30

Thanks for having me.

SPEAKER_01 0:31

Absolutely. Well, Tony, you didn't start your career in energy at all. You actually came from the fitness industry before eventually moving into one of the largest work organizations in the sector. What made you take that leap and how does those early experiences prepare you for where you are today?

SPEAKER_02 0:48

Well, yeah, yeah, that's right, right. I was nowhere near the free free. So I was actually singing and working in fitness. And it wasn't that I did question. And I spent managing a business and also my career and my music career. And I'm working working with and so looking back at that. I realized that I was learning leadership every single day. I was hiring parents, I was coaching people, I was teaching people how to teach people. I was motivating people you name it, name it, you that in this in this in this internet industry. And so when so when the many years later as I was. And so somebody said, No one really really industry. So I did. So I did. Um it wasn't because I had this long lifelong dream. Not at all. Not at all. It was really about taking on an challenge. And it was scary. And it was about growth and continuing to grow in armies and arms. And was it price privately? So things that I that I used to do. Things that I had before that I could now use where I was in this new industry. Leadership skills. Things that I had brought from before from before. And the industry was different. People are still people. It doesn't matter. It doesn't matter where you go, still people. And people are still beaten wherever you're talking about. You still have to build relationships. You still have to trust. Um and you still have help people succeed. It's universal. It doesn't matter. It doesn't matter.

SPEAKER_01 3:25

Absolutely. I completely agree. And that's been one of the things that, you know, I tell everybody that comes in from a different sector into the energy world is like people are just people. So, you know, they all all the same issues are there, all the same conflicts are there. It's just, you know, in a different environment, right? So I can I completely agree. So you've you said that one of your biggest lessons in your career is that companies won't necessarily hand you your dream job, have to ask for it. How did that mindset change the direction of your career today?

SPEAKER_02 3:59

So so again, I was working in a different part part. And and I and I really because early in my early in my career, I I really, really thought that oh all this part of the thing. Somebody's gonna notice notice what I'm doing, what I'm doing. And they're gonna come and tell me, they're gonna give me what I'm doing. But that does not what happened. Nobody, nobody noticed the more work I did, the more work they gave me. So what I realized that's not my at all. And and I started noticing that there's a lot of focus. A lot of focus on on leadership where I was where I was. I realized within our industry of of leadership development. I'm sure we had a leader. But I don't know what they were doing. That's what that was my mindset. So I saw that there was a need. And I thought we really couldn't do something here. My degree was in art and in psychology with a building. So I can use my skills. They had put me put me into uh safety training. So I was doing the best doing the best activities, and they said we said we want also training. And I really don't really don't know that's what I'm thinking. This is what I wanted to do. So instead of waiting for someone to create that option, I started talking about about it. I started sharing my ideas. Started asking a lot of questions as a little more way trigger you could. Someone actually came to me and said, Someone actually came to me and said, Can you can you can create this development course? Development course. I can. I can. So I did. So I did. And they started noticing. And our director came and said and said, What do you want to do? What do you want to do? So I told her. I told her. And she said, Well, why are you moving into calling? Well, well, it's because if that's that's what that's what you need to do. That's what you need definitely. So we have a need. And of course, I was like, I was like, yes, this is what I this is what I want. So you have to have those hard conversations that you may not may not feel having with people. Hard work absolutely matters. Absolutely matters speaking up speaking up. People can't help you get help where you want to go. They have no idea what you're doing.

SPEAKER_01 6:36

Absolutely. I think I think that's great advice too for anyone that's listening, because you know, throughout my career as well, you have to speak up and tell people where you want to go. And nobody's gonna usually drive the bus for you. You've got to drive the bus. So one story that really stood out was that you originally joined as a safety trainer, interviewed for a leadership development role, didn't get it, and still ended up building and leading that function anyway. Looking back, what did the experience teach you about persistence?

SPEAKER_02 7:10

Yes, yes, yes, I do, yes, I do. I was looking as a safety trainer, which I enjoyed. I love that I love working with people. And I was gonna be the safety, the best safety trainer, I can possibly possibly, really, really, really. Because I could control the higher decision. But I could control how I show up showed up every day. So I just kept looking relationships relationships and I kept looking at opportunities where I can where I could make a bigger priority. And I was able to help build the originally tried to try to build a lot of people. So looking back timing, timing actually actually experienced by the learned that by weighting the experience that I said I gained is better better than hit in a big minute, big mining.

SPEAKER_01 8:27

Yep, absolutely. I I completely understand that. I think sometimes our past uh throughout our career and when we look back and go, man, I'm I'm right where I need to be. And if I would have done it this way, it wouldn't have turned out as good, and I wouldn't have learned along the way.

SPEAKER_02 8:42

So absolutely.

SPEAKER_01 8:44

Yeah, I completely agree. So today, just two people support the leadership development needs of an organization with around 13,000 employees. When people hear that, they probably wonder, how is that even possible?

SPEAKER_02 8:57

And people say that all the time because there are just two of us, but we have but we have support support team. I mean the truth. I'm in the truth is possibly every every individual. So we have to think differently differently. And a lot of what we create scalable programs. The training training department is is a huge support. So there are other people that we can go. We can go, okay, here's a program that we create. Can I teach you how to teach you how to facilitate that? If you facilitate and we can continue to teach facilitating. Like here's what knowledge do we need. Um we can coach leadership and design design curriculum. We can facilitate options. We can help help manage managers better at or own people. Because development doesn't end once that commitments. You know, the leadership responsibility there as well as well. Um and one of the things I love about my job is that we're not just we're we're partnering with a business to help understand what they they really really need and helping.

SPEAKER_01 10:18

Yeah, that makes complete sense. And you know, one of the big things is of course, in any successful leadership program, it has to be scalable, right? And you have to be able to have leaders that can train other leaders.

SPEAKER_03 10:32

Yes.

SPEAKER_01 10:32

That's that's one thing that I've seen over my career sometime that gets missed, where people are really good at their job, they get promoted, and they put get put in a leadership position, but they're not a leader, and then it just kind of stops the growth right there, unfortunately.

SPEAKER_03 10:48

Right, right, yes.

SPEAKER_01 10:50

So you've you've mentioned that people come asking for one thing, but after a few questions, you realize that's not actually the problem they're trying to solve. How do you uncover what someone really needs?

SPEAKER_02 11:01

Oh I have I have learned that that first thing someone asks for is using a real issue. Someone might say a community for communication, but after a factor of two questions, you realize you realize the problem isn't communication, uh maybe maybe unclear or maybe a process that's actually broken broken. So we so we can just we don't just jump to solutions. Um we want to understand what's really happening, what's changed. What does success look like apply at the end of the end of this? Um if if we're done jumping, training, what do what we're doing? So we do a lot of things. Sometimes people are surprised if we don't need to just recommend training. We want training training. And then we go, then we go, okay, so maybe training is a option option. But that's because we hope for the right problem. And not just DPS problem.

SPEAKER_01 12:04

Yep, absolutely. It's so important to ask good questions. And usually people will tell you what they what their goal is and what they need and what the problems are if you just learn to ask the right questions. And it's extremely helpful building people up and getting them where they need to be. So one insight you shared really resonated with me. It said what students learn in school is only a tiny fraction of what they actually need on the job. What are some of the biggest lessons people only learn once they get into the industry?

SPEAKER_02 12:35

I think school does a great, great job, teaching technology knowledge. And I'll relate to myself. I went to art school. I went to art school. That was my first degree. And I learned all the tech stuff. And it was about knowledge and pay attention. And learn because there's so much more because now you have to do the job to actually work. And the people that you learn from the job. So you're like, communication, relationship, relationship, collaboration, uh they're just as important technical knowledge. And that goes that goes for every single industry that I think fitness in this industry, automotive, automotive industry, the art, art, the music. It doesn't matter. It doesn't matter. Come out of school, school, come out of the school. You know nothing. Thank you, thank you, you know nothing, nothing.

SPEAKER_01 13:44

That's exactly right. Uh you know, school sometimes, you know, prepares them for the real world. But you know, that's that's one thing I've shared with my own kids when they come out of college, is like you know nothing. You know, once you get into the industry that you're gonna be getting in, they're gonna train you and teach you what what you're gonna need to know to be successful. The school just kind of prepares you, is what I kind of gives them a stepping stone to get in the right direction.

SPEAKER_02 14:10

And you wouldn't know nothing about that.

SPEAKER_01 14:13

Yeah, yeah, exactly. So you've you've gave students some very practical advice, spend time with operators and technicians. Why do you think those relationships are so is so important, especially for young engineers?

SPEAKER_02 14:27

Because that's where the learning patterns. Those are the people who would do the jobs. Operators' sessions have years of practical experience. And remember, maybe they also business knowing nothing. Absolutely nothing, absolutely nothing. They got on the job on the job, they started learning, learning, listening, listening, but now they have not. So if you're engineers, engineers are ticket to solve or solve it, solve a click problem. Problem give me. But how do you how do you know what should you need? You haven't worked with the technology. So let's watch her ask the question questions. It's also helpful to build that credibility. People see that generally are in learning. Not just what to do, and it you and it's so I always tell you. Be curious, spend time and time in the field questions, questions, listen when you talk. And those experiences are going to make you stronger. Especially later, especially later if you're a leader, and you strongly stronger.

SPEAKER_01 15:43

Yeah, absolutely. I completely agree. And definitely, definitely younger students, you know, that are even interning or, you know, learning about the industry, always tell them to ask questions and you know, don't don't feel embarrassed to ask those questions. And of course, those those conversations usually go on up front, you know, in the hiring process, right? Where you're trying to let them know. Go in, ask tons of questions, try to figure out any, you know, anything that you don't understand, ask them now when you're, you know, 23 instead of when you're 43, right? So it's definitely definitely helps propel your career faster. So you've talked about how easy it is for people to only understand their own job without appreciating everyone's else's contra contributions. Was there a moment in your own career when that really hit you?

SPEAKER_02 16:34

Yes. Yes. So there is, especially during COVID. There's a lot of real guard guard guard. They are personally in and out of belfacil, I would say. But they work 12 hours, 12 hours. So nobody knows they what kind of down on them down on them. But you cannot help them. They answer the phone to the phone. So every single work that's 30,000 employees. So they have to know all the world where to transfer tool to. And so when I so when I hear people down about the guard, my first thought to them is go and see what's set with outside and see exactly how much knowledge knowledge they have to have in order to hold the you have no idea. When you call in, when you're in the room. There is an emergency, for instance, offshore. So how do you think how do you think that makes that offshore? It starts by calling it starts by calling the guard. So yeah, there's so much, so much no, no idea, individual jobs. And that experience can really change a view of leadership as well. I became so curious during COVID, what you couldn't get in touch with the one.

SPEAKER_01 18:08

So you've spent years creating leadership programs from the ground up. When you think about the leaders who are truly successful, what qualities constantly separate them from everyone else?

SPEAKER_02 18:21

I think that's gonna be curiosity. I think there's gonna be curiosity. The best leaders never stop learning. They're willing to ask. They're willing to ask to say, hey, I don't know. I I don't know. But I can find out who doesn't. But I can find out who doesn't. They also genuinely listen to other people. They're very adaptable, they're very adaptable people. Things are constantly cost changing in the industry. In industry, in it, and the leaders, leaders well are the ones us just without losing us people, and probably most of them care about the people. They understand that leaders about having all the answers. It's about helping helping people succeed.

SPEAKER_01 19:08

Yeah, absolutely. Any any good successful leader that I've ever known, they're all about building up the people underneath them and or who they're working with and not taking credit for any of the work. Always listen to how people speak, especially leaders if they reference back lots of times their self instead of their team.

SPEAKER_03 19:29

Right.

SPEAKER_01 19:30

So I usually I usually listen for those little key attributes, especially when you're, you know, interviewing for, you know, other new leaders or you're looking to promote somebody within and listen how their language is. Usually that tells you what their thought process is. Yes. You go, oh, hold on a minute. This this person has, you know, 300 people that work for them, and they're telling me that they did everything. They did it all, yeah. They did it all. And I'm like, wow, that's that's pretty impressive. So I I I completely I completely see that for sure, and and definitely, you know, just being able to learn that language, of course, too. But leaders, leaders uh usually are all about the team, and they're very I think the word I would say probably best is probably humble. The best leaders I've learned, they've always been very humble and not the loudest ones in the room usually. And they usually speak up when it's time and and you know their folks respect them for that as well. And I've I've had to learn that along the way when I was young and you know, in my twenties when I was in management, and all of a sudden I realized that I didn't know anything, but I thought I knew everything because I was in management.

SPEAKER_02 20:42

Yeah, it's a good final.

SPEAKER_01 20:44

Yeah, that's exactly right. So I always tell my kids now, especially my daughter, I have two daughters that work for me as well. And I always tell them, I'm like, you guys just you know, remember to be humble and listen because you know absolutely nothing. So you've built an entire career around helping other people grow. If a young professional listening today wanted to accelerate their career, what's the one piece of advice that you'd want them to remember?

SPEAKER_02 21:10

Own your career. Own it. Unlikely. Tell them what you're interested in. Follow projects, spend time alone learning people. My niece is doing it now right now, she's an engineer. She's she's at her second, second third internship. So so will people be more interested in you? Especially in a technical field field, get out, get out in the field. Learn learn those promotions. They're gonna teach you to teach you that you could not learn anywhere anywhere else. And most importantly, uh the people keep asking questions learning are usually the ones we need to grow out throughout. Um Your career belongs. Your career belongs to you. Don't let anyone else let anyone else hold it in a hostage.

SPEAKER_01 22:04

Yep. That's exactly right. I you know, I think that's so so true that, you know, so many kids forget too, but they don't they get out there and they don't take no ownership of their own career and the opportunities that are in front of them. And just being able to speak up for themselves and and talk about the direction where they're wanting to go. Any any person that I know that's ever been successful, they've always had to speak it into existence first before they got there. Right.

SPEAKER_03 22:30

Yes, yes.

SPEAKER_01 22:31

I think that's something that, you know, some of our youth unfortunately don't do, especially anymore with technology, where they would rather send an email or a text message instead of you know a face-to-face conversation with their with their boss or with people they work with and and speaking things into existence. So I completely agree. Well, Tony, thanks so much for joining us today. Uh we definitely appreciate your your work that you've done in the industry and of course too being a woman in energy, which I appreciate, uh, which I have tons of respect for because I know it's a male-dominated world in the energy sector. And uh, you know, Erin that works with me, she's my COO and she's my right hand. And I brought her in out of another industry to help in this sector because I don't feel like there's enough women in leadership positions in energy. And all of my experiences throughout my career, I learned early on that women do a lot better job of being organized than men, especially in leadership positions. So, not to say anything bad about men, but I've I've been blessed to work with a lot of strong women in energy and to be able to learn from them and be able to see their leadership and kind of what it does for men as well, you know, working with them, interacting, and seeing how organized they are. Some men are really good at being organized. You know, I'm not one of those. I I'm pretty uh I'm pretty all over the place lots of times when we're busy and blowing and going. And I need someone like an Aaron that I work with and able to have their leadership. And, you know, of course, too, having two daughters that I brought in as well that work with me, you know, just trying to teach them the qualities that it takes to be a good leader and have good examples, you know, in leadership roles. But I definitely commend you because I know energy sector is definitely tough because it's male dominated and you know, from from from working in the industry. But two, it's it's exciting to see women in the industry too, because I think that's one thing we don't have enough of. And the more women that we can encourage to be in energy, it's exciting, especially to it definitely helps the the thought process and changes, you know, the culture lots of times as well, too. Because when I first got in 25 years ago, it was definitely, I mean, the only women we've seen in any kind of position was just like the administrative type. And and that's all they did. And you know, they would, you know, just answer the phones or you know, do the payroll or things like that. And, you know, uh from me being able to put women in leadership roles and give them authority and give them opportunities to develop and grow and just be successful, it's it's been so cool to see that. And I've met tons of engineers that are, you know, women that have came out of college and had great careers and been extremely successful and went on to leadership roles and run companies and do great jobs, but you know, just setting things in in motion. So thank you so much for everything you've done in the industry and definitely excited for you in your career. I know uh you're gonna be crazy successful. One of the things we like to do for all the guests that are on the show, just when you get a chance, Tony, if you can just shoot me an email with your home address or your office address. We send out care packages just saying thank you for coming on the show. Thank you for your time. You know, thank you for taking time out of your busy schedule and jumping on today and sharing your experiences with the younger students that are coming into the industry. So thank you so much.

SPEAKER_02 25:59

Yes, absolutely. Yeah, putting women in those, in and those levels.

SPEAKER_01 26:02

Yep, absolutely. Well, thank you so much for jumping on today. Definitely enjoyed it. Uh, and you have a great rest of your week, okay? Thank you so much.

SPEAKER_02 26:10

Thank you. Thank you.

SPEAKER_01 26:11

You bet.

SPEAKER_02 26:12

Bye bye, bye bye.

SPEAKER_01 26:13

Bye bye.

SPEAKER_00 26:17

This has been another great episode of Under Pressure. Compressor Talk by Midwest Compressor. With your host, David Abshire. Until next time, keep pumping.