Mary Beth Plank-Mezo: I literally remember early in my career
thinking, okay, let's put on the suit of
armor and we'll go into work or go into this
presentation.
And I have to show no fear,
no vulnerability.
I don't feel the need to prove that to
anymore. And I wish I would have learned that
earlier in my career.
Carol Cox: Hi, and welcome to Speaking Your Brand.
I'm your host, Carol Cox.
What is it like to be a woman in leadership
and to use your voice,
or to sometimes, maybe earlier in your
career, to have wondered what's the best way
to use your voice or even to be encouraged to
do so? Well, I am honored to have as my guest
today, Mary Beth Plank,
mezzo, who is Vice president of staff and
cultural development at Full Sail University.
Mary Beth has been here for 36 years now.
I've been teaching here for 16 years,
and we are filming right now in a studio on
the campus of Full Sail in Winter Park,
Florida. Mary Beth, welcome to speaking your
brand.
Mary Beth Plank-Mezo: Thank you so much, Carol.
I'm very honored to be here.
Carol Cox: Well, I have known you pretty much the entire
tenure that I've been here at Full Sail,
and I've seen how much you have advocated for
the people who work with you and your teams
and really for women across the entire
university. But I would like to know.
Let's go way, way back.
You made the jump from education into
admissions and then eventually into what you
do now, staff and cultural development. But
let's talk about kind of the what you were
doing in admissions, because I know that was
a big part of your career and kind of and
helping you to define your leadership
methodology and your leadership principles.
Mary Beth Plank-Mezo: True. And as a matter of fact,
talking about speaking,
I actually had the, the,
um, the nerve to, uh, reach out to the
founder, John Phelps, and ask him if I could
work for him in the admissions department.
And, um, after about six months,
I was able to make that transition from
education to admissions,
and had 20 plus years there where I just had
a fabulous time.
Carol Cox: So I love that you advocated for yourself.
You saw something that you wanted to do, and
then what do you think gave you the
confidence to do that back then?
Mary Beth Plank-Mezo: You know, I have no idea.
I often wonder what possessed me to make an
appointment with the the founder.
Right. Um, although he did interview me for
the for the job when I started.
Um, but I pinched myself every day because I.
And I encourage women do the thing you're
afraid to do because so many great things can
happen as a result.
Carol Cox: Thinking about that, what are some of the
proudest moments you've had as a leader here?
Mary Beth Plank-Mezo: That's a good question. I mean, I've had so
many great moments in admissions,
but one of the proudest was,
I think, starting or raising my hand to start
the staff and cultural development
department. Um, I was talking to a colleague
who actually was thinking about the idea and
thinking about the need.
That Full Sail is big enough that we need to
have a department for development of others.
And I brought it up to him and he said,
you know, I just don't think you're that
person. And I said, but I still want to do
it. And so, you know, for,
for a couple of years I worked on that,
collaborating with people all around the
company. And to my knowledge,
it was the first time that we had a company
wide task force with people from every
department. And, um, we did some great work
and presented it to, you know,
our co-chairmen, and eventually we became a
department.
Carol Cox: And what lessons do you draw from that
experience, that thinking about the
initiative and then putting it forth and then
deciding that, yes, you, in fact,
were the one that you wanted to do it?
What lessons do you draw from that that
either have helped you in subsequent
initiatives or could help other people?
Mary Beth Plank-Mezo: Well, the first thing is the answer no is not
necessarily the answer no.
It could be. Not now.
It could be. Well, you need to come up with a
different method.
So it's like I don't consider a no an
obstacle. But, um, I just have to
reprioritize or rethink how to get that job
accomplished.
Carol Cox: And what did it look like to go company wide?
Because you said this was probably the first
time where an initiative where you did go to
all the different departments.
And so logistically, what did that what did
that look like?
Mary Beth Plank-Mezo: You know, it was, um, a really,
really memorable opportunity.
Um, and people really wanted to help,
you know, we all were very purpose driven.
Each person that was, um,
that I asked to volunteer to be a part of
this task force.
Um, and they, they got excited about full
sails, better future.
And so I guess the lesson is,
can you inspire people through your own
vision to do something to make things better,
and everybody wants to make things better?
You know, they really do.
If they are engaged, they want to make things
better. So it was just a great,
a great time.
Carol Cox: Well, I know that a lot of the women that we
work with are executives and professionals
and they working within companies. And so
sometimes they're out speaking on stages and
sometimes they're presenting internally to
get buy in from either within their team or
from other departments. So it sounds very
much like that was what you were doing as
well, going to these different departments.
And I love that you said starting with the
vision. And then how did you approach the
different departments? Because I'm sure some
departments had different needs or different
ideas compared to other departments,
kind of based on what their goals and
priorities were.
Mary Beth Plank-Mezo: So I remember a female colleague,
um, just sharing with me as we were in that
meeting and she said, you know what?
What if we listen to what everyone has to
say? And so I listened to what every single
person had to say, allowed them to express
their passion for what the project would
entail. And I think that was the winning
combination. And, and and then I can talk
about my thoughts, but hearing from everyone
else was the perfect thing to do.
So allowing others to be seen and heard first
before you. Then use your use your vision,
but also incorporating their ideas.
Carol Cox: And co-creating the vision together.
Mary Beth Plank-Mezo: Yes, creates buy in.
Carol Cox: Oh, I love that. Mary Beth,
has there been a time in your career where
you wanted to use your voice and something
held you back and you didn't?
Or you should have used your voice and
looking back now, you wished you had.
Mary Beth Plank-Mezo: All of the above.
And I do remember earlier in my career a
senior executive telling me speak up,
because I really, in the early part of my
career, I really deferred to the authorities.
You know, if if you're in a meeting with the
president of the university, I'm not going to
speak. You know, he knows everything.
But the thing I didn't realize is I had a
different perspective than him.
I had more of a ground floor perspective,
which allowed for valuable insights.
So that's at some of the times I should have
spoken up when I didn't.
Um, and then at other times,
it's been very fortuitous that I spoke up
like the beginning of staff and cultural
development. You know,
even though even though you get to know,
you still need to speak up.
Carol Cox: So this idea of feeling like deferring to
authority or you don't want to maybe even
rock the boat, or feel like you're saying
something that maybe they didn't necessarily
have thought of already.
So do you still find that you still.
Does that still come up for you in any way?
Is it lessened, or have you decided that it's
like having this this kind of like ground
floor perspective is the value that you bring
to the other leaders?
Mary Beth Plank-Mezo: Each year we have women apply to be in and we
ask that question what holds you back?
Nine times out of ten they say,
I hold myself back.
And so for me, just knowing that,
realizing that lesson,
I know that I've got to push myself outside
of my comfort zone. Even when I don't want
to. Even when I want to hang back.
Because my tendency is to hang back.
But you got to do it anyway. You got to push
past that.
Carol Cox: And I'm so glad that I went through the
Women's Leadership Initiative program that
was way back in 2015.
And then you invited me to co-facilitate it
with you in 2016.
And I think we had a group of about 40 or 50
women from across the university,
different positions who were part of that.
And one of the most powerful sessions that we
did is when we had some men come in who were
leaders in different departments and talked
about being advocates and allies.
So how has that shown up for you in your
career? How has it have you seen that show up
for other women that you know?
Mary Beth Plank-Mezo: You know, I have so many great advocates for
me here at Full Sail that are men and that
push me out. You know, that that challenge me
when I want to hang back,
because they know that they know that much
about me, that I can have a tendency to
defer, um, challenge me and push me forward
and say, you know, this is really your
responsibility. You know,
you should A, B, C, or D.
So yeah, I have lots of examples of that in
my, in my career here.
Carol Cox: And do you have you seen women who,
as they are on your team,
who you have given a push to as well,
like helping them to say speak up or to raise
their hand for a promotion or for a bigger
project.
Mary Beth Plank-Mezo: That's actually my favorite thing to do is
to, you know, my proudest moments here at
Full Sail are seeing those leaders that I've
supervised or mentored flourish.
Um, so yes. And, you know,
they always surprise me and do even more
things and better than I could have ever
done. So. So, I mean, any woman has got to
have people that you are looking toward for
your next career, but also you've got to be
pulling others up and along with you,
um, to advance their journey as well.
Carol Cox: I know from some of our earlier conversations
before today that you have said that one of
the things that you love doing, which you
just mentioned, is seeing the talent or the
skills or the potential in the people around
you, whether it's people in your team or
others at the university.
And so why do you think that light you up so
much? What like why?
Why is like seeing someone's potential.
What does that do for you? And then what does
it do for them?
Mary Beth Plank-Mezo: I think it's more of a gift to me than it is
to them. Just to see potential realized is
what we're talking about, right? And what
better thing could we do than to allow others
to realize their potential?
You know, it's just it's a real gift.
Carol Cox: So it sounds like this idea of realizing your
potential, it comes from self-advocacy.
Like you going to the founder very early on
here at Full Sail and saying, hey, can I work
for you? Or saying, I had this idea for staff
and cultural development as a department, and
I would love to lead it.
So we had the self-advocacy part of it,
but then we have the finding those advocates
out there who will say,
maybe push you a little bit further than you
can push yourself and actually have a third.
So we have one, two, three. The third one is
then, like you said, advocating for others,
whether there are others who you're
supervising or maybe others at your same peer
level, but saying, you know what?
Like maybe that project is a good one that
you should get involved in.
Mary Beth Plank-Mezo: Absolutely.
Always. Um, and thinking about if we are
leading anyone, we are also responsible for
developing them.
So what are those things?
A that can take you can take off your own
plate and give to them.
Um, as a way of growing leaders at full sail
or growing leaders in general.
Carol Cox: And so, Mary Beth, thinking about earlier in
your career, even at at the midpoint of your
career versus now.
How would you describe your communication
style?
Mary Beth Plank-Mezo: Early in my career, I was very formal,
and because I thought, well, that's what
you're supposed to do.
This is a real job.
And so I've got to be very formal.
Um, but I've completely changed.
And I think now as a leader,
I try to be very informal because I want to
try to put people at ease.
You know, people get intimidated by leaders
at times. So I really try to be very informal
in my communication style to actually develop
trust, you know, create vulnerability and
develop trust with with others.
Carol Cox: Had there been any times where you've had
vulnerable moments that you've shared with
others, you don't have to share the exact
what exactly happened. But then what was the
outcome of doing that?
Mary Beth Plank-Mezo: Well, are you talking about maybe a
vulnerability hangover?
Carol Cox: It could be.
Mary Beth Plank-Mezo: Did I say too much?
Did I, you know, because you're showing a
sign of weakness and that's what we think.
But the amazing thing about it is we are
showing others that guess what?
None of us are perfect.
We're all human. We all make mistakes.
So it allows them to show their true self,
their real self, their full self to you,
and you get the best work out of a person if
they're being their honest and authentic
self.
Carol Cox: And have you seen leaders around you do do
just that. And then how did that make you
feel?
Mary Beth Plank-Mezo: Absolutely.
Um, leaders that, um, I see it all the time,
you know, I see it both ways.
I see people who I don't want to say put up a
facade, but only show the strong part of
their selves. And I think that's limiting for
others. And it doesn't give permission,
people, permission to fail. And what it does
is it diminishes.
Innovation is what I've I've seen people are
afraid to to work outside of this one box.
And so, um, it, it just thwarts,
um, Innovation and getting better.
Carol Cox: So and I know a lot of times as,
as women, we feel like we have to show up
perfectly and have all of our ducks in a row
because we don't want to be perceived as
inept or incompetent or weak because we get
these societal messaging,
whether it's consciously or subconsciously.
So I understand why people put on a shield
like like some protective armor for that.
But I love your point about then the people
around them feel like if they're imperfect or
they make a mistake, then maybe something's
going to happen to them that's going to be
negative versus like versus trying things and
maybe taking a calculated risk that could
lead to innovation.
Mary Beth Plank-Mezo: Absolutely. You know, it's so funny that you
bring up putting the pieces of armor.
I literally remember early in my career
thinking, okay, let's put on the suit of
armor and we'll go into work or go into this
presentation.
And I have to show no fear,
no vulnerability.
Um, and now that I'm really long into my
career, I'll say it that way.
Um, I, I, I don't feel the need to do that
anymore. I don't, I don't feel the need to
prove that to anymore.
And I wish I would have learned that earlier
in my career.
Carol Cox: Do you feel like it's because you have more
credibility established now?
So. Because what would you say to maybe
younger women or even mid-career women who
maybe they feel like, okay, well, the
protective armor has served me well.
They're thinking to themselves because they
have gotten to a certain place in their
career, but maybe it's holding them back and
they don't even realize it.
How and when can they know that it's okay to
let some of that armor down or their small
situations? They can do that in or with
certain people who that are around them.
Mary Beth Plank-Mezo: That's a good question.
I do think you should practice just a small
little experiment, I would say to practice,
but it also depends on the environment within
that you're in. If there is an environment
where you're not encouraged to take risks.
You know, maybe that's something and some
people thrive in that environment.
But if you're one who really wants to grow
and spends a lifetime learning and growing,
I would recommend trying it on for size.
And even if your leader is not vulnerable,
what would happen?
What would be the worst thing that happens if
you are vulnerable?
That's called leading upward and so maybe
they can learn from you.
Carol Cox: Oh, that's a great example of role modeling.
Yeah. Role modeling goes all the way around.
Mary Beth Plank-Mezo: Absolutely.
Carol Cox: I do feel like vulnerability is contagious.
And contagious is the best kind of way.
When one person does it, it opens up other
people to do it as well.
Mary Beth Plank-Mezo: Yeah. And I would say strategic
vulnerability. We're not we don't want to be
too vulnerable and put every card out for
others. But just do a test if you're if
you're early in your career.
Carol Cox: I love that. That's a great that's a great
challenge to the audience to think about
maybe something they can do next. I know,
Mary Beth, you've been here at Full Sail for
36 years. I've been here for 16 years.
I know so many people that we know have been
here for ten, 15, 20, 25,
30, 35, 40 years and up.
Why do you think so many of us stay here at
Full Sail for so long?
Mary Beth Plank-Mezo: Our culture, I would say,
um, and of course, our founder and our
president, Gary Jones,
really modeled that way for us.
But it also we spend all our lives,
um, mentoring students to have a career in
the industry. So that in and of itself is so
rewarding. And I think all of us want to be
around that energy, right?
We want to we love to help others innately.
And so I think Full Sail really draws that
out in, in people.
We we try to bring out the best in others.
Carol Cox: Yes. And, and I do get the energy from the
students. And I see because they're excited
about their careers or whether it's working
in film or music or business or marketing or
I know we have lots of other programs that we
have started, even since the core ones came
about, and I love seeing them get involved in
projects to where there's projects on campus
or like we do our digital marketing degree
programs here at Full Sail.
We do an AI marketing summit that's online
because most of our students are online, so
they can come and join us from everywhere.
And so we're helping them to understand the
ins and outs of artificial intelligence and
all the possibilities that it has for their
careers. So I really love to see all these
things that students are getting excited
about, because then it gets us excited.
It also pushes us to stay at that leading
edge of where innovation is going,
whether it's technology in a certain industry
or trends, because we have to keep up with
what the students are going to be learning.
Mary Beth Plank-Mezo: And that's another reason,
right? I mean, so maybe people remain here
because they're so inspired,
because they're always learning and growing.
And who doesn't want to be on the leading
edge of technology innovation?
So that's a really good point, Carol.
Carol Cox: So what is next for you, Mary Beth?
Mary Beth Plank-Mezo: Well, that's a good question.
Um, you know, at this point in my career,
my goal and my passion is to mentor and coach
others. Um, I want to look and see who are
the next leaders at Full Sail University.
Um, and so that's what I'm putting my time in
to do. Um, so that when I do step away,
we'll have plenty of, um,
successors that are able and ready and
willing to start where I left off and make it
everything even better.
Carol Cox: Well, Mary Beth, thank you so much for your
leadership here at Full Sail.
I know I have learned so much from you.
I feel like you are a mentor and advocate for
me and have been for a long time.
So thank you so much for taking the time to
come on to speak in your brand today.
Mary Beth Plank-Mezo: Well, thank you so much.
I'm honored, and I'm just so proud of what
you've done in your career here at Full Sail.
Um, so congratulations to you.
Carol Cox: Thank you so much. And for all of you out
there. So think about what we talked about
here today. What are ways that you can
advocate for yourself?
Is there a position that you're looking at in
your organization? Is there a speaking
opportunity that you have your eyes on?
Maybe there's a board that you would like to
be a member of.
Start advocating for yourself.
The second thing is also to find those
advocates for you who can help to champion
you on your behalf for some of those things
that you're looking to do.
And the third thing is to be advocates for
others. Find either those who are a few steps
behind you, or even peers at your same level,
and champion them and advocate for them.
It's when we do all of these things that we
make all of our dreams come true.
Until next time, thanks for watching.