CEO Harvey Kanter's Life-Changing Journey in Navigating Leadership

Mid-way into his career, Kanter, a managing director eager to strive for improvement, embraced the opportunity. Supported by his leadership at Eddie Bauer, Kanter took the opportunity to continue his professional development. He recalls, “At the time, I thought it was an interesting opportunity. Now, I would say it was life-changing in a good way.”

Kanter then embarked on his journey of reflection and self-discovery through the Albers School of Business and Economics Graduate Executive Leadership Program Certificate.

An Orientation Toward Achievement

Before entering the Albers program, Kanter ran one of three business units at Eddie Bauer and was a self-proclaimed type A personality, believing that success was driven by achievement.

Kanter recalls his previous orientation, “I was measuring myself against myself, and that was irrelevant if you're trying to build a business.” His orientation was challenged while working at Eddie Bauer, “[The CEO’s] first orientation was building a great company and a culture where people want to work, as opposed to exclusively orienting toward performance outcomes.”

As the son of a father who held the positions of CEO and chairmen of various companies and a committed, hardworking stay-at-home mother, Kanter’s motivation stemmed from witnessing both of his parents. Now a 5th-generation retailer, his passion for the industry was inherited from his father. The dynamic nature of the industry solidified his interests: “The cool thing about retail is the customer votes every day and you can call audibles every day and change.”

Fueled by a goal and a bit of friendly competition, he shares, “I know it sounds trite and stupid, but my goal was to be CEO younger than my dad. I beat him by four years.”

Shifting Perspectives: Redefining Success Through Leadership

Kanter describes his past self, “I know it may be hard to believe I'm 62, but I would say I have a very different orientation today of what success looks like compared to 25 years ago … a part of that if not a great deal is entering and going through the Leadership Executive MBA program.” He continues, “The program that Seattle U brought to market was distinctly different than many other programs.”

Within the first few weeks of the program, Kanter realized just how unique the experience would be. The program wasn't merely about reading books and regurgitating information; it encompassed a variety of immersive activities and discussions. From thought-provoking candlelit sessions to engaging ethics lessons led by prominent figures like university presidents, every aspect blended with his commitment to his full-time job.

Through the holistic approach of the program, he would later recognize an evolved definition of success driven by true leadership. Reflecting on his experience, Kanter shares, “[The program] taught me the greatest success I could have is actually helping others be successful. And, through that outcome, I will hopefully achieve greater outcomes.”

Currently, Kanter’s new definition of success and legacy is based on his impact on others rather than individual impact. He details it as “My hope is I've impacted people in a positive way that they couldn't have done without some level of interaction with me. That doesn't mean I help them become great, just that I impacted their life in some positive way. That would be enough for me.”

Personal Drive: Risk, a Catalyst for Growth

Beyond the office, Kanter has always been a risk-taker, participating in adrenaline-fueled activities from days past including racing cars to climbing Mount Rainier.

Kanter channels this into his leadership style, which entails being vulnerable and (unsurprisingly) taking risks. In his everyday life and in his book Choosing to Lead: Being Comfortable being Uncomfortable, Kanter emphasizes the importance of a leader maintaining a spirit of curiosity and transparent communication.

He further emphasizes the importance of essential steps in professional development for those embarking on their leadership journey, “Bar none the single greatest element of successful leadership is communication. Even if you are inquisitive, willing to learn, willing to be vulnerable, willing to take risks, and willing to make mistakes, if you don't communicate successfully you won't be successful as a leader.”

A Commitment to Growth

After he completed the program in 2000 armed with newfound insights and a deeper understanding of who he was as a leader, Kanter’s journey took him to helm two other companies, Aaron Brothers Inc. and Michaels, before ultimately becoming CEO of Moosejaw Mountaineering. His diverse experiences in various industries paired with his education from Albers have equipped him with valuable insights and wisdom.

Kanter describes, “Today, doing the right thing, your reputation, and what you stand for is more important than ever. I would say a lot of that stemmed from Seattle U.”

Inspired by his own experience, when leading Blue Nile, he paid it forward by sponsoring another individual through the same leadership program, echoing the goodwill extended to him by Eddie Bauer years prior.

In 2009, Kanter was diagnosed with cancer, prompting him to reassess his priorities and dedicate himself to the development of others by having open conversations. This commitment stands as a testament that resonates with all who know him. Despite attempting retirement twice, Kanter’s thirst for workplace stimulation led him to Destination XL Group Inc., where he serves as CEO and continues to lead with a commitment to fostering growth.