Transformative leadership
Over a thirty-five-year career, I was guided by strong mentors and possessed a deep internal drive to succeed. I rose from an entry-level stock clerk to an executive in public companies. I finished my career as an interim executive, angel investor, and consultant.
These experiences led me to believe our role as an executive is to provide not just oversight, but mentoring, direction and support to our teams to help them grow along with the organization. Technology, market forces, regulation, and competition require a transformation mindset for your organization to remain relevant. It is my hope that my books and resources available here will help you in achieving your corporate goals and career growth. Feel free to contact me if I can be of assistance.
Books
Newly revised
Up From The Crowd
Seventeen hard-won lessons from decades of managing diverse teams. Aimed at managers seeking to accelerate into true leadership, it emphasizes people as the ultimate asset. Real-world coaching with actionable frameworks to boost results, build trust, and navigate career twists without theory overload.
X Formation
The first comprehensive guide to the field of Interim Executive Leadership. Three highly successful executives from InterimExecs Red Team share insights which make Interim Executives unique, plus many methods for success. They provide information on the best practices to finding, assessing, and engaging them.
Coming this fall
Project Leadership
Drawing on thirty-five years of experience across startups, high-growth companies, and global enterprises, Bill challenges a common assumption: project success depends primarily on project managers and tools. It doesn’t. It depends on you. He reveals the executive leadership mistakes that derail projects.
Meet The Author
William L. Mince
My path to formal education was not traditional. Because of my family’s financial situation, I paid my own way through community college. Balancing classes with evening and weekend work became too difficult, so I left school for a full-time warehouse job. By age twenty-one, I had moved into management.
I started out believing I was smarter and more driven than my peers. That mindset led me to treat employees like pieces on a chessboard, focused on outcomes, not people. Everything changed two years later when 3M acquired the company, and I met my first true mentor. He recognized my potential but challenged me to set aside my ego and learn how to lead effectively.
That experience led me back to college. While working full-time, I completed both my undergraduate and master’s degrees, an investment that proved invaluable. Each evening, I encountered ideas I could apply immediately on the job, and the challenges I faced at work became case studies I brought back to the classroom. That ongoing exchange between theory and practice sharpened my judgment and accelerated my growth as a leader. From then on, I was fortunate to report to vice presidents, CEOs, and corporate boards throughout my career, giving me a front-row seat to key decisions at the highest levels.
Over the course of my career, I’ve worked across a wide range of organizations, from family-owned businesses and start-ups to Fortune 100 companies and struggling public firms. I’ve experienced promotions, layoffs, lateral moves, and relocations. Four times, acquisitions forced me to reinvent my role and find new opportunities.
Much of my career focused on turnarounds and post-acquisition integrations. I was often brought in as the new leader following the departure of a prior executive. In one eight-year period, I led the integration of twenty acquisitions, helping grow a public company from $28 million in revenue with a $7 million loss to $360 million in revenue with $60 million in profit. Later in my career, I served as an interim executive, angel investor, and consultant.
Along the way, I developed the following understanding of leadership:
• Leadership is a team sport. A manager’s job is to raise the capability of the whole organization, not just outshine others.
• Data beats drama. Good leaders define terms, measure performance, and use facts instead of personalities.
• Accountability creates trust. Good leadership links ownership, transparent expectations, and candid feedback
In each role, I used my experience to help managers address organizational and growth challenges. To extend that guidance, I created diagrams, essays, and practical tools that eventually became the books featured on this site.
I am passionate about helping managers become confident, effective leaders. This website shares practical insights, frameworks, and real-world guidance to support that growth. Here, you’ll find tools to strengthen your leadership approach, develop your people, and achieve lasting results. To book a free Discovery Call or schedule a virtual consultation, click here.
On a personal note, after stepping away from full-time leadership roles, I devoted more time to being a grandfather, artist, and storyteller. I am also developing as a papier-mache sculptor and recently published my first children’s book, A Merpuppy Finds a Home, inspired by characters from my artwork and available on Amazon.