{"id":37582,"date":"2025-12-11T05:49:01","date_gmt":"2025-12-11T05:49:01","guid":{"rendered":"https:\/\/prophet.com\/?p=37582"},"modified":"2025-12-11T17:58:38","modified_gmt":"2025-12-11T17:58:38","slug":"uncommon-growth-leaders-a-conversation-with-beth-wood-and-brad-kaufman-of-principal-financial-group","status":"publish","type":"post","link":"https:\/\/prophet.com\/2025\/12\/uncommon-growth-leaders-a-conversation-with-beth-wood-and-brad-kaufman-of-principal-financial-group\/","title":{"rendered":"Uncommon Growth Leaders: A Conversation with Beth Wood and Brad Kaufman of Principal Financial Group"},"content":{"rendered":"\n
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Uncommon Growth Leaders: A Conversation with Beth Wood and Brad Kaufman of Principal Financial Group<\/h1>\n\n\n\n

Uncommon Growth Leaders<\/strong> is an article series featuring bold leaders driving faster, smarter, more sustainable, more human and more actionable growth \u2014 what we call uncommon growth.<\/em> <\/p>\n<\/div>\n\n\n\n

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In times defined by disruption, from market volatility and AI to geopolitical flux, growth must be designed, not assumed. For this installment of Uncommon Growth Leaders<\/em>, Chiaki Nishino spoke with Beth Wood, Chief Marketing Officer, and Brad Kaufman, Head of Digital Marketing and Marketing Operations at Principal Financial Group, about what it really takes to lead with purpose, clarity and resilience.\u00a0<\/em><\/p>\n\n\n\n

Beth, let\u2019s start at the top. When everything around you is changing, how do you ground leadership? What\u2019s most important to you in those moments of uncertainty?\u00a0<\/h2>\n\n\n\n

Beth:<\/strong> It starts with clarity of strategy, purpose and values. You need a strategy that recognizes the forces outside your walls and gives people something stable to hold onto. Once you\u2019ve got that, you repeat it, over and over. I often say, communicate, communicate, communicate.\u00a0<\/p>\n\n\n\n

And you can\u2019t drift from your core values. Those have to stay constant no matter how much the world changes. At Principal, we make our values visible, literally. They\u2019re on walls, desktops and in conversations. We measure ourselves against them. If we\u2019re not living up to them, we act.\u00a0<\/p>\n\n\n\n

The other piece is followership. You want to build an organization full of people who would follow you anywhere, not because they have to, but because they want to. That\u2019s how you build trust.\u00a0<\/p>\n\n\n\n

Followership isn\u2019t about hierarchy; it\u2019s about belief. People follow leaders who are consistent, transparent, and authentic, leaders who show them the \u201cwhy\u201d behind the work, not just the \u201cwhat.\u201d When your team understands the purpose, when they see that you\u2019ll make the hard calls and stand behind them, that\u2019s when loyalty and engagement take root. <\/p>\n\n\n\n

I tell my leaders all the time: your goal is to earn discretionary effort; the effort people give because they believe in you, not because it\u2019s written in their job description. When you\u2019ve built that kind of followership, alignment becomes effortless, communication becomes more direct, and performance accelerates. It\u2019s not about charisma or being liked, it\u2019s about credibility and care. People will follow you through ambiguity if they trust your intent and your direction.\u00a0<\/p>\n\n\n\n

Brad, how does that show up in your day-to-day leadership?\u00a0<\/h2>\n\n\n\n

Brad:<\/strong> Consistency is everything. The best leaders don\u2019t just communicate clearly once they keep reinforcing the same message until it sticks. Words matter, and how you use them shapes trust. <\/p>\n\n\n\n

Consistency doesn\u2019t mean being rigid; it means being reliable. When people know what to expect from you, even in uncertain times, they can move faster and make better decisions. It builds confidence. If you\u2019re changing direction every week or framing the story differently every time you speak, people lose track of what matters most. <\/p>\n\n\n\n

I remind my team that clarity compounds. Every time you repeat the same vision with the same intent, you\u2019re reinforcing the signal in a world full of noise. Consistency gives your people something to anchor to, and that\u2019s when influence becomes sustainable. <\/p>\n\n\n\n

And when it comes to driving transformation, we always start with the problem. Teams love to jump into solutions, but I bring them back to the core question: what problem are we trying to solve? Once that\u2019s clear, alignment and creativity happen naturally.\u00a0<\/p>\n\n\n\n

The past few years have been incredibly disruptive. How do you balance short-term performance with long-term vision?\u00a0<\/h2>\n\n\n\n

Beth:<\/strong> You have to think with both sides of your brain. Short-term results matter, but if you only chase the urgent, you\u2019ll never innovate. Our teams understand their role in both horizons: to solve today\u2019s problems and to imagine tomorrow\u2019s opportunities. <\/p>\n\n\n\n

I tell my teams constantly; you have permission to think big. But people need to hear a long-term idea 10 or 20 times before they start to believe it\u2019s real. Repetition turns aspiration into culture.\u00a0<\/p>\n\n\n\n

Brad:<\/strong> Exactly. I always say it takes a thousand one-on-ones. You can\u2019t just say the vision once and assume people internalize it. I literally pull out our original project decks months later to remind everyone where we started.\u00a0<\/p>\n\n\n\n

And psychological safety is huge. If people don\u2019t understand something \u2014 or disagree \u2014 they have to feel safe to say so. That\u2019s how you keep people aligned and engaged for the long haul.\u00a0<\/p>\n\n\n\n

Beth, how do you make sure your teams stay customer-centered, especially in a large, complex organization?\u00a0<\/h2>\n\n\n\n

Beth:<\/strong> We keep our finger on the pulse. We run monthly \u201cpulse\u201d surveys, maintain multiple customer panels, and manage the long-standing research called the Well-Being Index that tracks optimism and financial health among small and midsize business owners.\u00a0<\/p>\n\n\n\n

We also co-create with customers. We ask them directly: how would this work for you? They always bring perspectives we\u2019d never think of on our own. That collaboration builds better solutions and a stronger brand.\u00a0<\/p>\n\n\n\n

Brad:<\/strong> And for people who don\u2019t directly engage with customers, we build the mindset into the culture. Everyone should think like a student of the business, curious about what the customer is doing, and how it impacts their role. That outside-in perspective needs to be automatic, not occasional. <\/p>\n\n\n\n

When budgets tighten, how do you still foster creativity and innovation?\u00a0<\/h2>\n\n\n\n

Brad:<\/strong> It\u2019s about bending the curve. Every team is asked to do more, with more complexity, at higher quality, in less time. That equation doesn\u2019t add up unless you change how the work gets done. <\/p>\n\n\n\n

\u201cBending the curve\u201d means finding leverage, through process improvement, smarter workflows, and, increasingly, technology. You can\u2019t outwork exponential complexity, but you can outthink it. That\u2019s where automation, data and AI come in.\u00a0<\/p>\n\n\n\n

Our job isn\u2019t to work harder; it\u2019s to work smarter. That means auditing what\u2019s manual and finding opportunities to automate, investing in skill development so the basics become second nature, and then deploying new tools to multiply impact.  <\/p>\n\n\n\n

Beth:<\/strong> Our CEO made a commitment to train all 20,000 employees on using AI to improve productivity and customer experience. And it\u2019s working. People are realizing it\u2019s not about replacing work; it\u2019s about freeing up time for higher-value thinking. <\/p>\n\n\n\n

The key is embracing it. The tools are here, but you have to be willing to learn, experiment, and use them to do things differently. <\/p>\n\n\n\n

You\u2019ve both talked about performance and development. How do you manage that \u201cvital middle\u201d of performers \u2014 those who aren\u2019t low performers but haven\u2019t yet hit their stride?\u00a0<\/h2>\n\n\n\n

Beth:<\/strong> With clarity and courage. The top performers manage themselves. The middle is where leadership happens. I have regular \u201cWhy do you stay?\u201d conversations because I want to understand motivation. <\/p>\n\n\n\n

Once expectations and skills are clear, the question becomes: are you filling the role we need? Half the time, people rise to the occasion. The other half, we talk openly about fit. Direct, transparent conversations are how you build trust.\u00a0<\/p>\n\n\n\n

Brad:<\/strong> There\u2019s nothing more motivating than the truth. You don\u2019t have to be harsh, just real. People appreciate it when they know exactly where they stand. <\/p>\n\n\n\n

Beth, you\u2019ve been described as a sponsor of talent. How do you think about growing leaders?\u00a0<\/h2>\n\n\n\n

Beth:<\/strong> I hire people for the job I think they\u2019ll grow into, not just the one they\u2019re hired for. With Brad, for instance, he came to me after 20 years at Principal and said, \u201cI want to do something different.\u201d That\u2019s gold to me. I just needed to open the door, provide coaching, and get out of his way. <\/p>\n\n\n\n

I ask one question constantly: how can I help? That\u2019s it. If people need me, I\u2019m there. If not, I move aside.\u00a0<\/p>\n\n\n\n

I also host something called The Orange Room, a casual, no-agenda session every few weeks where anyone in my organization can ask anything. It builds transparency, trust, and connection.\u00a0<\/p>\n\n\n\n

Leadership isn\u2019t just about skills, it\u2019s about mindset. How do you build resilience in your teams?\u00a0<\/h2>\n\n\n\n

Brad: <\/strong>For me, resilience starts with perspective. I encourage my team to step outside their own viewpoint, especially in moments of tension or frustration. When conflict happens, I\u2019ll ask, \u201cWhat\u2019s the other person thinking right now?\u201d or \u201cWhat do they see that you might not?\u201d\u00a0<\/p>\n\n\n\n

It sounds simple, but that question resets everything. It slows the reaction, diffuses defensiveness, and shifts people from emotion to curiosity. When you practice that regularly, it becomes a leadership muscle. You stop seeing challenges as personal attacks and start seeing them as opportunities to understand context and improve outcomes. <\/p>\n\n\n\n

Resilience isn\u2019t about being unshakable; it\u2019s about being adaptable. It\u2019s the ability to take feedback, reframe setbacks and move forward with perspective. And when leaders model that it cascades through the team, people start mirroring calm instead of chaos.\u00a0<\/p>\n\n\n\n

Beth: <\/strong>I completely agree. A big part of resilience is choosing how you interpret what\u2019s happening around you. You have to assume positive intent and that can be hard when you\u2019re under pressure. But most people aren\u2019t out to make your life difficult; they\u2019re simply trying to solve their own set of problems. If you can start from that mindset, conversations become more productive and you stay in control of your own energy.\u00a0<\/p>\n\n\n\n

Another dimension is discernment. I always remind my leaders that not every battle is worth fighting. Every hill isn\u2019t a hill to die on. Part of resilience is knowing when to engage deeply and when to let something go. Leaders who can focus on what truly matters, who can separate the noise from the signal, move faster and inspire confidence in others.\u00a0<\/p>\n\n\n\n

I also think resilience grows from community. People are more resilient when they feel seen and supported. When leaders create space for honesty, vulnerability and reflection when they normalize saying, \u201cThis week was hard\u201d that\u2019s when resilience becomes collective, not just individual.\u00a0<\/p>\n\n\n\n

Brad: <\/strong>Yes, and it\u2019s contagious. When you model composure and curiosity under pressure, it gives everyone permission to do the same. That\u2019s how you create a culture that bends without breaking. <\/p>\n\n\n\n

Personally, how do you both stay inspired and balanced as leaders?\u00a0<\/h2>\n\n\n\n

Beth:<\/strong> Watching my daughter play hockey grounds me, its joy, pure and simple. I also read constantly, mostly business books and blogs like Seth Godin and Simon Sinek. I pull one or two takeaways from each and apply them. If they work, I keep them; if not, I move on. <\/p>\n\n\n\n

Brad:<\/strong> I\u2019ve tried to make my job about what I love: technology, data, process. When you align your work with what energizes you, you don\u2019t burn out. <\/p>\n\n\n\n

And I protect my time. Nights and weekends are sacred. I tell my team the same; rest isn\u2019t a luxury, it\u2019s a performance strategy. <\/p>\n\n\n\n

Before we wrap, anything we didn\u2019t cover that feels essential to uncommon leadership?\u00a0<\/h2>\n\n\n\n

Brad:<\/strong> We don\u2019t talk enough about leading humans. There\u2019s no playbook for when someone\u2019s parent is sick or their kid\u2019s struggling. You can\u2019t lead effectively if your relationship is purely transactional. <\/p>\n\n\n\n

Beth:<\/strong> Yes, and that care has to be real. People can tell when it\u2019s performative. Be authentic, be vulnerable and let people see who you are. That\u2019s how you build trust.\u00a0<\/p>\n\n\n\n

And remember: every person on the team has a role. As John Wooden said, everyone must know their role and trust that others will perform theirs. When you have that trust, everything else flows. <\/p>\n\n\n\n

Chiaki: <\/strong>Beautifully said. Thank you both for sharing so openly. What stands out to me from this conversation is how practical and human great leadership really is. It\u2019s not about having all the answers about building trust, showing care and helping people find clarity in complexity. The way you balance both purpose, performance and empathy is exactly the kind of leadership that fuels uncommon growth.\u00a0<\/p>\n\n\n\n

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Beth Wood i<\/strong>s Executive Vice President and Chief Marketing Officer at Principal Financial Group\u00ae, where she leads the Global Brand & Experience team in shaping and stewarding the Principal brand worldwide. With more than 30 years of experience spanning financial services, healthcare and consumer goods, Beth is known for aligning global organizations around customer-leveraging data, analytics and technology to create meaningful, measurable experiences that drive growth. She also serves as Chair of both the company\u2019s Sustainability Task Force and the Principal Foundation. Before joining Principal in 2019, Beth held senior marketing leadership roles at Guardian Life, Frito-Lay, Johnson & Johnson and MassMutual.<\/em>\u00a0<\/em><\/em><\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n

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Brad Kaufman<\/strong> is an accomplished digital transformation executive with nearly 25 years of experience driving enterprise-scale change at Principal Financial Group. As Head of Digital Marketing and Marketing Operations, he leads initiatives that connect strategy, operations and technology to modernize marketing and enable data-driven, connected customer experiences across global and U.S. markets. Known for aligning complex organizations, Brad advances marketing capabilities and operational excellence to accelerate outcomes, elevate digital maturity and deliver measurable business impact at scale.<\/em>\u00a0<\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n

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