Tim Gabel of RTI International: Five Things I Wish Someone Told Me Before I Became A CEO

An Interview With Doug Noll

Be bold: If you’re uncertain, take the risk and don’t worry too much about getting it wrong. You can adjust course as needed. I recall starting an experimental service line that we felt aligned well to our capabilities. It turned out the market wasn’t ready, and we shut it down pretty quickly. But we gained valuable insight that we wouldn’t have learned otherwise.

As a part of our series called ‘Five Things I Wish Someone Told Me Before I Became A CEO’ we had the pleasure of interviewing Tim Gabel.

Tim J. Gabel is the president and chief executive officer at RTI International, one of the leading nonprofit research institutes in the world. He took the helm in 2022 after advancing in leadership positions within the institute for four decades. Gabel is all-in on the organization’s mission to improve the human condition in the more than 90 countries where RTI works. He and a staff of 6,000 provide research, development and technical services to government and commercial clients — all with an aim toward global good. With extensive institutional knowledge and an MBA from Duke University, Gabel is leading RTI on a path to make an even bigger impact with more than $1B USD in project wins.

Thank you so much for joining us in this interview series! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?

It was the summer of 1983, and I had just graduated from the University of Wyoming with a bachelor’s degree in statistics and computer science. I was working as a bartender with no professional job prospects. One of my professors was looking out for me and arranged an interview with the nonprofit research institute RTI International, where he was on sabbatical. I got lucky and soon after, I received an entry-level job offer to work on a new study for the Environmental Protection Agency. The next thing I knew, I was driving across the country to Research Triangle Park, North Carolina, for the first time. Fast forward 40 years and it’s almost hard to imagine my career path from assistant statistician to CEO, where I now have the honor to lead this incredible organization.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I don’t know if it was a mistake but in the early days, I was young and had absolutely no focus on career development. Instead, I focused on playing softball and volleyball with colleagues at lunch or after work almost every day. I thrived on the comradery and teamwork we shared on those sports fields. It wasn’t until a mentor, Lisa LaVange, guided me toward management on an MBA track that I truly began to see the impact I could make as a leader. From there, I advanced through multiple research projects and eventually worked my way up from managerial to director and then vice president roles, forming connections with hundreds of staff and clients and learning about most aspects of the business in the process. Through this experience I learned the value of mentoring, sponsorship and coaching first-hand, and it’s something I continue to foster in our culture at RTI.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

I am grateful to many mentors, who have guided my career path over the last four decades. My interactions with the late Bob Ingram stand out. He was a pillar in our community in the Triangle region of North Carolina, a former RTI Board of Governors member and one of the most influential leaders in the life science industry. He used his experience to develop the next generation of leaders. When I was advancing into my new role, he told me, “You, be you. Don’t try to lead like somebody else; don’t try to be somebody else.” His simple, yet invaluable, guidance serves as a personal navigational beacon and helps remind me to lead with authenticity.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a CEO or executive does. But in just a few words can you explain what an executive does that is different from the responsibilities of the other leaders?

The CEO is ultimately responsible and accountable for the success of the organization. As Harry Truman said, “The buck stops here.” Key leaders throughout the organization are overseeing various functions and business units, working as a team to make good things happen. It’s the CEO’s job to ensure the strategy is sound and we are executing it effectively. I would liken the CEO role to part coach, part quarterback, and part cheerleader. Leading an organization is definitely a team sport!

What is the most striking difference between your actual job and how you thought the job would be?

In more junior roles, I probably assumed that leaders simply made decisions and handed them down as edicts for the rest of the organization to follow. I may have assumed the CEO was supposed to be the smartest person in the room. That couldn’t be further from the truth. Effective leadership requires active listening and asking good questions and drawing on the wisdom and experience of others. It requires us to pressure-test assumptions, including our own.

What advice would you give to other business leaders to help create a fantastic work culture? Can you share a story or an example?

As I mentioned above, listening is key. It’s in RTI’s DNA to value the voices of all staff. We conduct regular pulse surveys and focus groups and incorporate input into our employee programming to enhance the workplace. I hold quarterly president’s forums where staff are encouraged to ask questions, and nothing is off the table. Through listening, we know our staff value flexibility and we are intentional in allowing flexibility in how, where and when the work gets done so that each staff member can fully contribute. One example of this is our workplace model where individuals have a choice of working remotely, on-site as a resident, or a hybrid of both.

How have you used your success to make the world a better place?

I’ve spent my entire career working for our mission-driven organization. Together, we are working for something more than the bottom line. Beyond business success, we are improving people’s lives. At RTI we work in 90 countries to improve the human condition by turning knowledge into practice. We have set an ambitious goal to positively impact the wellbeing of one billion people through science-based solutions in climate, education, health and equity by 2030. Through science, innovation and partnerships, we’re contributing to a healthier, more resilient and more equitable world. I can’t help feeling proud and honored to be part of our organization because of the impactful work we’re doing around the globe.

What are your “Five Things I Wish Someone Told Me Before I Became A CEO” and why?

1. Be bold: If you’re uncertain, take the risk and don’t worry too much about getting it wrong. You can adjust course as needed. I recall starting an experimental service line that we felt aligned well to our capabilities. It turned out the market wasn’t ready, and we shut it down pretty quickly. But we gained valuable insight that we wouldn’t have learned otherwise.
2. Own the decision: Listen and receive advice, but at the end of the day, the hardest decisions are yours to make. As a leader, you need to get comfortable with that responsibility. Don’t dither and don’t waffle. When I became CEO, one of our board members said, “When in charge, take charge.”
3. Empower others: Focus on the things you’re uniquely positioned to complete and trust your staff to handle the bazillion other things that need to be done. Your job is not to solve the problems — encourage and allow very talented and capable people to do that.
4. Be willing to pivot: Sometimes we get emotionally vested in a direction we’re headed. However, it’s never too late to pivot. As the saying goes, “No matter how far down the wrong road you are, turn back.” Facts on the ground change, and the best organizations can adapt accordingly.
5. You’re leading in a polarized world: The part of the job that took me most by surprise is wrestling with the influence of external social conflicts and issues that could affect the culture of our organization. We have a global workforce, and the unsettledness in our world creates stress for our staff. We’ve worked very hard to ensure we are supporting our people and to not let external challenges corrode our sense of community and our focus on our mission.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

I’ve always liked this quote from Albert Einstein — “Only a life lived for others is worth living.” I try my best to view what I do through the lens of making life better for others — our staff, our clients and those who benefit from our research.

We are very blessed that some very prominent names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them.

I have two answers for this. If the RTI founders were still alive, I would like to invite them to breakfast in our cafe. I know they would be astounded at what this organization, that started more than 65 years ago as the first tenant in Research Triangle Park, has become. For present day, I would be honored to share a meal with Michelle Obama. I think we would connect on important topics related to RTI’s research like education and health, as well as the joys of parenting two amazing daughters.

Thank you for these fantastic insights. We greatly appreciate the time you spent on this.

About the Interviewer: Douglas E. Noll, JD, MA was born nearly blind, crippled with club feet, partially deaf, and left-handed. He overcame all of these obstacles to become a successful civil trial lawyer. In 2000, he abandoned his law practice to become a peacemaker. His calling is to serve humanity, and he executes his calling at many levels. He is an award-winning author, teacher, and trainer. He is a highly experienced mediator. Doug’s work carries him from international work to helping people resolve deep interpersonal and ideological conflicts. Doug teaches his innovative de-escalation skill that calms any angry person in 90 seconds or less. With Laurel Kaufer, Doug founded Prison of Peace in 2009. The Prison of Peace project trains life and long terms incarcerated people to be powerful peacemakers and mediators. He has been deeply moved by inmates who have learned and applied deep, empathic listening skills, leadership skills, and problem-solving skills to reduce violence in their prison communities. Their dedication to learning, improving, and serving their communities motivates him to expand the principles of Prison of Peace so that every human wanting to learn the skills of peace may do so. Doug’s awards include California Lawyer Magazine Lawyer of the Year, Best Lawyers in America Lawyer of the Year, Purpose Prize Fellow, International Academy of Mediators Syd Leezak Award of Excellence, National Academy of Distinguished Neutrals Neutral of the Year. His four books have won a number of awards and commendations. Doug’s podcast, Listen With Leaders, is now accepting guests. Click on this link to learn more and apply.