[ MUSIC ] Darius, as you look back at your family story, leaving Poland coming to the US, adapting to life in America, what were [ INAUDIBLE ] the driving force of your extraordinary career? Well, I think any time you encounter change, whether it's in childhood or young adulthood, I view it as a positive. I certainly think that my parents coming here at a relatively early age, having to adapt to not speaking English and then learning kind of on the fly, and Moving from place to places made me much more adaptable and prepared me for this role and some of the private ones that I've had. You have such an interesting story your family settled in Grand Rapids, Michigan. You were 11 years old and only child and and you didn't speak English. How do you think those early years shaped you? What did you learn about yourself? I think you have to even during times of frustration, and as you can imagine sitting in a classroom without under being spoken to your [ LAUGH ] creator turns out to challenges. But you have to persevere and. Work hard and make sure that your every week gets a little bit better. That's kind of what my experience was like, which is putting a lot of time to learn the language, both personal time, time in school. And as the time went on, it became a bit better and better to experience for me. But it's easy to get frustrated and I think that same principle applies to business logic, which is it's easier to get frustrated and say, well, things didn't work out the very first try and the first time we tried this. But you gotta stick with it, you gotta be agile and be able to change directions when something isn't working and adjust your style, adjust your approach and Well, certainly your perseverance and hard work paid off. I mean, looking at your academic success, you got two degrees in engineering, which is amazing. Your first job out of college was with General Electric. So for you and your family, that was quite an achievement. How did you feel at that stage in your life? I felt great. Every time you achieve some of these things, you feel good, but One of the things I always try to strive for is to set that bar a little bit higher every year, which is both in terms of personal achievement in terms of getting just better as a professional and getting better on the professional life but getting a little bit better as a personal life being a better leader, being a better father being a better husband and it's sort of a ongoing. Opportunity and it never stops then it's independent of age. Whether I'm 20 or 50 it doesn't really matter. I always view that as kind of a role that I want to take and every year I wanna take a little bit better at all those elements of my life. How would you describe your leadership beliefs? Passion for winning, passion to overachieve, being courageous, having a passion around our customers which is another analogy for growth. All those things, some of those things are coachable, some of them are not. But those are the eight \ g behaviours that are reflected, Across Honeywall that's where we recruit for that's where people are measured. We measure people results and behaviors. And those are the things that I believe are important. In what extent are you a natural in a sense that maybe it's relatable to your immigrant roots? Your family values? It's hard to say I think some of these things are just must have. Passion to win. I don't really believe that's coachable. I think that that's people either have that or they don't and, and there's a big difference when, you know, it's it's the perseverance piece it's, you know whether that's a function of my roots, whether it's a function of how I grew up my parents the influences I've had hard to say exactly, but Obviously, it's something that I think it's important to be a successful leader. When people come to you and ask for career advice and how do you get those top leadership jobs? What do you advise them? The key piece of advice is to really understand who you are and what you want to do. You know, sometimes people go after titles, they go after things that seem very interesting, but then they're miserable once they get there. Fairly early in my career, I had a strong view that I wanted to be a business leader. I actually started my career as an engineer. And I kind of did a stop and reverse course and I went into business leadership because under undergraduate and engineering graduate degree in engineering, was working at GE as an engineer and did that for five years. I thought that's gonna be my career and then I didn't have that much passion around that I wasn't excited to come to work every day and I wanted to change that. And for me, you felt that business leadership was ultimately what I wanted to do. So in my late 20s kind of did a little bit of a reverse cop course I went back to business school studied my Career after that at [ UNKNOWN ] progressed on [ UNKNOWN ], Metrologic and ultimately Honeywell. Somebody comes to you and says, I wanna be like you. I wanna be a CEO one day. What do you tell them? I think there's not just one thing. I mean, if you wanna be a senior leader, there are a few things that are really important. Perseverence, cuz will face failures. There's no question and you can't let that Bring you down. You have to persevere get back up and do it again. Two ways, you have to work hard. I mean, unfortunately it's hard to have it all. It's hard to have perfect work life balance. I try to do the best I can, but I can't tell you it's perfect. Three years, you have to be curious, you have to be intellectually curious and wanna learn. Read more, talk to people, that has to be part of your DNA to aspire to bigger and bigger jobs. And then be a better leader every year. You know, self- awareness is a key toolkit because the more senior you get, the less feedback you get. And if you can't Pick up on those subtle cues from some of your subordinates or some of your peers, and adjust your behaviors, adjust your styles, and understand what makes people tick, ultimately, you're gonna fail as a leader. [ BLANK_AUDIO ]

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Leadership

Darius Adamczyk credits his leadership success to his immigrant struggle and perseverance.