Nicholas Obrien

Background

About Nicholas Obrien

I am passionate about development of myself, people and product. The constant goal I set for myself is to be better today than yesterday - to constantly grow, document what I learn (good and bad) and share that knowledge with others. This is my 'why' for level up literature content.I am a high energy self-starter whose greatest assets are my abilities to; decompose hard problems without clear direction and delivering results, I am persistent, meticulous and patient, I am action oriented and aim to fail small and fast on the path to success, I love a challenge, learning new things quickly, out of my comfort zone is where I thrive. Communication and working in teams excites me, I love to set others up to succeed.Over the years I have been successful in multiple different career paths including; People Leadership, Engineering, Food and Beverage / Hospitality and Property Management along with being a Published Book Author, Requested Speaker and am now I am branching out into Content Creation.I am an currently an engineering people leader, with a focused outcome-oriented mindset and I try to be kind (not soft) and communicate well with my team. I have a passion for each of my people and love to work with them in their own development goals to push them towards the best version of themselves. My Leadership Philosophy:The way I operate is through transparency, trust, clear expectations, communication and consistency. I engage my team as a people leader based on 3 Pillars: 1. I must provide the vision and guidance to set my team up for success, but give them the latitude to execute and occasionally fail. I can provide direction and feedback, but I want them to own their work, have accountability for what they do, and have the authority to execute. Failures are learning moments; fail fast, fail small, course correct and win big.2. I must support my team, my partners and my stakeholders. No news is bad news, only the next problem to solve. It is my job to help them, remove those blockers and issues as soon as possible and to try to prevent it from happening again or raise the issue to higher levels if WE can't solve it internally.3. I must develop technical and people leaders and teach them how to develop themselves, their career, and the scope of work they can undertake. I can give them the map and advise, but they must plot and sail their own course.