How I Got Here: Tom Mendoza, Vice Chairman NetApp Inc.

When Tom Mendoza began a sales career back in the 1970s, he had no idea -- or expectation -- that he would eventually become president of a technology firm with $3.3 billion in revenue, or go on to serve as its vice chairman. "The best decision that I ever made was to start my career in sales. Nothing starts in a company until something is sold," he says. Today, in addition to his duties at NetApp Inc., Mr. Mendoza spends much of his time speaking to groups, including the U.S. Marines, about what makes a successful leader. Elizabeth Garone spoke to Mr. Mendoza about his career and the school at Notre Dame that's named after him and his wife.

Full name: Thomas F. Mendoza
Age: 57
Hometown: Commack, Long Island (currently lives in Southern California)
Current position: Vice Chairman, NetApp Inc.
First job: Working in a grocery store
Favorite job: Current one
Education: B.A. in Economics from University of Notre Dame, EMBA from Stanford University
Years in the industry: 34
How I got here in 10 words or less: Took risks, focused on people and making an impact.

Q: Did you always know that you wanted to be an executive? Who inspired you?

A: It was not a goal of mine. I always wanted to make an impact, do something that I was passionate about and to be part of something that I would be proud of the rest of my life. I am always inspired by people -- regardless of fame -- who overcome adversity.

Q: Speaking of fame, you happen to be friends with the actor Sidney Poitier. How did you two become friends? Is there anything you have learned from him that you would like to share?

A: My wife Kathy and Joanna Poitier became close friends about six years ago, which led to Sidney and I becoming close friends. The thing that I respect the most about him is that he treats everyone with respect and humility. The thing that I have learned from him is to always remain curious and to continually ask, "What am I going to get better at?"

Q: You have had a varied career. What are some of the highlights for you?

A: Being invited to speak to 1,700 Marines at Quantico about leadership and culture, opening the Nasdaq on the 10-year anniversary of NetApp going public (on my birthday), playing a private round of golf with Tiger Woods for charity with Warren Buffett as the caddie.

Q: You started in sales and worked your way up. How did you make the leap from sales to management?

HOW YOU CAN GET THERE, TOO

 

Best advice: "If you want to be a successful leader, you need to be able to inspire people to come through for you because they don't want to let you down," says Mr. Mendoza. "Leaders help the team produce results rather than just keep score."

Skills you need: Mr. Mendoza says that successful leaders need the following three skills: The ability to listen, to plan effectively, and to speak effectively in public.

Degrees you should go for: To be a successful leader doesn't take any particular degree, says Mr. Mendoza. For those who choose to get an M.B.A., he recommends first getting a few years of "real world experience" in order to get the most out of the degree.

Where you should start: Again, it doesn't really matter, he says. But, sales proved right for him. "Understanding and empathy for customers has had an enormous impact on my career," he says. "Whether someone starts in sales or not, I believe that they should get some sales experience at some point."

Professional organizations to contact: Toastmasters for public speaking

Salary range for your position: $300,000 and up

A: I immediately loved sales and had no intentions to go into management. My boss was let go, and the team pushed me to take it [the position]. I thought it would be like herding cats. From the moment I started in leadership, I knew it was my destiny. If people want to know if it's for them, they should answer one question: "Would I rather give or get a plaque?" I get much more enjoyment out of seeing others succeed than being recognized myself.

Q: You are often called upon to speak to large groups about leadership. What is your main message?

A: People don't care what you know until they know that you care.

Q: What advice do you like to give to students about choosing a career?

A: Find something that you are passionate about, find a company that you respect and is growing in that area, and focus on making a contribution to them.

Q: What attributes separate people the most in the workplace?

A: Attitude is far and away number one -- and totally within your control. Second is the ability to convince others of your ideas, which can be learned.

Q: You decided to go back to school and get an executive certificate at Stanford University instead of an Executive M.B.A. What made you decide to go back to school?

A: The SEP (Stanford Executive Program) offers an M.B.A. in six weeks for people who are VPs and above in $100 million-plus firms with students who are divided evenly between the U.S. and international. I had run U.S. sales but wanted a broader view of business as well as international exposure. I had 15 years of experience when I went. It was a tremendous experience.

Q: You gave a big gift to your alma mater and as a result, the business school is named after you. What inspired you to give $35 million?

A: My wife and I endowed the school in 2000. Our goal was to give back in a way that helps others forever and that was how we chose to do it. It probably goes without saying but my passion and appreciation for Notre Dame obviously was a contributing factor in our decision. The day after the endowment ceremony, my wife, my father and I walked the flag out for the national anthem in the football stadium at Notre Dame. As I saw my dad's reaction as the crowd roared (they announced the gift as the family walked out), I thought, 'It doesn't get any better than this.'

Write to Elizabeth Garone at [email protected]

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