TLP484: Balancing Innovation with Human Connection

Brandon Sawalich is the President and CEO of Starkey, leading 6,000 employees across 29 countries in the hearing healthcare industry. In this episode, Brandon addresses how healthcare leaders balance innovation with human connection. He explains that hearing health requires both cutting-edge AI technology and personalized care from healthcare professionals. He shares leadership lessons from guiding Starkey's transformation into a global brand while preserving its family culture. Brandon discusses how to maintain core values while under pressure to prioritize patient outcomes over stock market demands. Listen to this episode to discover how Brandon leads with purpose in an industry that transforms lives, balances innovation with human connection, and maintains company culture during global growth. You can find episode 484 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Brandon Sawalich on Balancing Innovation with Human Connection https://bit.ly/TLP-484 Key Takeaways [05:01] When asked about balancing innovation with human elements in healthcare, Brandon explains hearing technology has evolved from analog whistling devices to AI-powered solutions, noting "We were the first to pioneer using AI back in 2000, starting in 2017 and we're in our eighth generation now." [07:01] Brandon outlines leadership challenges in managing multiple stakeholders, emphasizing "What's best for the patient is best for our customer is best for Starkey." [08:26] When asked about protecting culture while growing globally, Brandon explains his approach: "We hire for attitude and develop the talent because that attitude has to fit within the Starkey culture." [10:04] Brandon describes their training philosophy as "the Starkey way," emphasizing mentoring over traditional training programs and stating "I want one way" rather than multiple programs. [12:14] When asked about balancing kindness with results, Brandon explains his leadership approach: "I work for you. We all have to hold each other accountable." [14:21] Brandon defines being "the best" in their industry by focusing on sound quality and ease of use, explaining "to be the best is yes, you have to run an efficient company" and have "the best sounding sound quality hearing aid in the world." [15:41] Brandon reveals the hearing aid industry structure: "The hearing aid industry is made up of five companies in the world. Starkey is the only US owned and operated." [16:56] When asked what makes him the best leader, Brandon emphasizes accessibility and continuous learning, stating "I'm always available to the team if they need it" and "I'm always curious." [19:58] When asked about being overwhelmed, Brandon explains he's not overwhelmed because "I love this company. I've been here 31 years and I'm honored to have the job." [24:06] Brandon shares pivotal experiences that shaped his leadership, including leading industry advocacy in Washington D.C. from 2017 and navigating COVID-19 challenges. [30:53] When asked about daily improvement, Brandon identifies time management as key: "my time management and am I spending, you know, the time on, you know, 20% of the things that are going to make an 80% impact for the company." [33:05] Brandon concludes with parting counsel for leaders: "Don't be a blockbuster. Push yourself. You know, innovate or die" and emphasizes "complacency kills." [34:19] And remember…"I have learned silence from the talkative, toleration from the intolerant, and kindness from the unkind, yet strange, I am ungrateful to those teachers" - Khalil Gibran. Quotable Quotes "It's not just about sound and amplifying sound. You have to personalize and customize something in a very personal business because you have to care and hearing healthcare professionals have to care about the patient in front of them and it's better hearing with a human touch." "You have to make your mistakes. You have to fail in order to improve yourself and move forward. You know, if you're going to fail fast." "If you got somebody that's not the right fit, you know, you have to be able to have the courage to hit that head on and make change." "It's not about coming up and say, well, you didn't produce this much. We need to sit down and talk. It's kind of sitting down and a little bit of a human approach. Common sense is, hey, tell me what's going on." "I'm not going to ask anybody to do anything that I wouldn't do myself. And I'll get a cup of coffee, I'll pick somebody up at the airport, whatever it takes. Because again, that's the team approach and very much lead from the front." "You got to be comfortable being uncomfortable." "Don't lose sleep over the competition, lose sleep over are we making progress or not? Are we getting better? Because complacency kills." "Don't be blockbuster. Push yourself. You know, innovate or die. And you've got to have the courage to change because change management. People's afraid of change." Resources Mentioned...