John Hansen has served as a CEO eight times and has over 20 years of experience in developing world-class organizations. In addition to his roles in the corporate world, he is a lecturer at the University of Washington’s Foster School of Business. You could say that learning is in his DNA.
We asked him about his journey from tech CEO to L&D leader. He shared the amazing successes and moments of profound humility that have shaped his path, offering insights into building a learning culture and applying advancements in behavioral science and technology to corporate training.
John Hansen
Atana Chairman and CEO
Q. What led a tech CEO to corporate training?
A. I'd been a tech CEO for most of my career. My previous companies focused on what I would call hard tech, developing solutions like cell tower controller software. Then, I was approached with an opportunity in corporate training. The owners had built a great company but were aging out and struggling with the digital transformation from traditional classroom training to eLearning.
As a long-time tech CEO, I had grown tired of witnessing disrespect and a lack of diversity in my industry. I saw the opportunity with the training company (now Atana) as a way to address these issues and make a difference, perhaps even make it my swan song. So, I said 'Yes' and set out to drive change in the learning space using the latest behavioral science technology and principles.
Q. How important is it to embrace a learner's mindset?
A. In my mid-40s, I went back to school and got my MBA at the University of Washington. Everyone questioned why I would return since I had already achieved so much in my career. But I believe the key to success is knowing what you don't know. I knew I was a computer science undergrad and a technology guy who was weak in finance. The best thing I ever did was admit that there was something I didn't know and go back to learn more about it.
Q. What has been the toughest part of transferring your experiences and knowledge from the tech world to human resources and L&D?
A. I didn't fully anticipate the difference in the buying process. With tech, the buyer knows what tech solution they need, reads your product definition, finds the solution to be appropriate and worth the price, and says, 'Sign me up.' HR purchasing decisions are not as straightforward—the process of discovering that has provided lessons in patience and humility.
Q. Of the many leadership lessons learned over your career, which are the ones you're most compelled to pass along?
A. I've learned so much at each of my companies, and some of the lessons were especially reinforced at Atana, being a new industry for me. These include:
- Be mindful of hubris
- Surround yourself with smart people
- Failures can be your most valuable learning experiences
- Be transparent about the mistakes you make—it can help others
- Overnight success is rare and often overlooks the hardships and challenges faced along the way
- Be patient, change takes time
"I believe the key to success is knowing what you don't know... The best thing I ever did was admit that there was something I didn't know and go back to learn more about it."
Q. What are you most hopeful about
A. One of the greatest joys in my life, and how I measure my impact and legacy, is the lives I've touched and the success of those I've helped in my business and teaching career. I taught college seniors and MBA students for eight years before coming to Atana. They instilled in me hope for our future. If you want to be inspired and energized, surround yourself with people from younger generations; they have passion and commitment and want to make a difference in the world. I have 100% confidence in the future of this country and the world because the next generation includes really smart and inspiring people coming into being.
I'm also hopeful about the work we're doing here at Atana, driving behavior change through learning. I've got some very bright behavioral scientists on staff helping crack this code, and we're pretty dang excited about it.
