Senior Leadership Team Meetings-Meetings R' Us

How would you describe senior leadership team meetings? Boring? Energizing? At times, either word may apply. Actually, upon reflection, I think that it was more energizing being a lower level presenter than being an equal participant along with other members of the leadership team.

In my experience, these meetings were usually one or two days per month lasting a full day and sometimes into the evenings. A steady stream of presenters (usually with something to sell) would come before us and state their case. In attendance would be all the senior executives that report to the Chairman or President. So, while my main interests may be people issues, and the CFO's main interests financial matters, the Engineering V.P's main interests are technical topics, etc., etc., each of us would patiently listen as speaker after speaker came forward usually with an entourage. Believe me, it is tough to give rapt attention to the algorithims of sixth order parasidics in integrated circuit design. Likewise, the more technical leaders would have to suffer through a lot of softer topics such as the creation of a child care center or the colors to use on the annual report cover. Command performance attendance is one of the prices that we pay when we are lucky enough to lead our particular function or division.

Here is how I would characterize the meetings:

BORING

* Full day meetings that sometimes run until 9 p.m. or later.
* 6-12 different presenters one right after the other.
* Topics that were incomprehensible to a non-technical mind.
* Speakers that are not well prepared and fumble their topic.
* Senior team leaders that do not pay attention to what you are saying.
* Sessions that are too time consuming when you have real work waiting for you.
* Side conversations that distract the speaker.
* Presentations that give deference to the Chairman.

ENERGIZING

* Seeing outstanding talent from throughout the organization.
* Feeling like you finally knew what was going on in the company.
* Learning what the main issues were in each part of the company besides your own.
* Hearing from leaders around the globe and understanding the working relationships.
* Traveling to various global locations for meetings.
* Interacting with some of the brightest people in the company.

Who Is In Charge Of Your Career?

Your company or firm? Your boss since mentoring is one of his/her key elements? Human Resources? Your spouse or friends? You?

The company or firm that you work for hopefully has some tools in place to assist you with career planning and development. Most do. But, while they provide some tools for you to use, they are not ultimately responsible for your career.

Your boss plays an important role in career planning by assisting you in achieving what you want to achieve. They can assist you with ideas and enable you to take advantage of the tools that the company provides. Usually, they are in the best position to understand your strengths and weaknesses and developmental needs. The boss can be one of your biggest allies if you develop the proper relationship. Don't like your current boss? Then try a former boss or close business associate that knows you well.

Human Resources is usually a facilitator. Along with your boss, HR can assist you in reaching your goals. On the otherhand, don't count on them to be the initiator of your career plans. They can help but they are not ultimately responsible for your career plans.

Your spouse or a close friend can offer you advice and counsel as well as emotional support.

You are actually the one in charge of your career! Bosses change. Company policies vary and they can also change with time. Some HR Staffs do not have career development as a high priority. A friend or spouse may not have the background needed to support you. You. Only you can manage your career. Take the bull by the horns. Establish some broad career objectives and see to it that they happen. The company, the boss, HR, and friends are all working for you. Think of them as your personal tools as you aggressively work to fulfill your career goals. Remember, you are in charge!

Ouch! Why Do You Guys Charge So Much?

Good coaches have excellent backgrounds that are difficult to find. They are confidential, unbiased and carry no baggage in the organization. You get to use them without adding them to your payroll. Lets say that you have decided to release an executive and search for a better fit. You decide that even though it is painful, it is necessary to pull the plug. Stop. Consider executive coaching as a way to protect the considerable investment that you have already made in this executive.

Even if you could fill the executive's job internally, chances are you would have to replace that individual by going outside. Consider the following estimated costs. An executive headhunter can charge up to one-third the executive's total compensation for one full year (50k to 150k or more). Most companies grant a severance package to the executive being released (10k and up). Think of the time required of your organization to interview a variety of candidates. Think of the expense involved in flying the candidates to your location in addition to meals and hotel. Consider the cost of perqs for the new executive (10k-30k). Relocation costs have risen substantially (30k-50k). More intangible costs are difficult to quantify but they include training costs, loss of departmental efficiency for a period of time, reduced productivity of the new hire, impact on critical projects that are underway, lost sales and lost customers.

Executive coaching is not inexpensive but why not improve the leaders that you already have in place? It is much more economical than finding a replacement. Depending upon the circumstances and length of the coaching engagement, clients can expect to pay from 5-10k (short program) up to 10%-15% of one year's compensation for an extended program. A typical engagement is 6-12 months. One other point. The executive coaching field is becoming more and more competitive so you can find all kinds of special deals to meet your needs.

Why Do Some Executives Fail?

The most obvious reasons center around misuse of company funds or inability to deliver what the board or top executive expects. This usually means the failure to meet expected profits, revenues or stock prices desired. In these situations, the end result is release from the company. It may be advertised as an early retirement or mutually satisfactory release so the executive can spend more time with his family or some other equally unbelievable explanation. In these cases, a company will not spend money on executive coaching. While they may offer outplacement assistance, executive coaching is seldom part of the package. Coaching is typically reserved for those the company wants to save.

The situations that I get called into address usually fall into communication difficulties, management style, or the most serious one----inability to change. Executives fall from favor when they are unable to change with the times. A new boss comes in or the company decides on a new direction and the executive still wants to live in the past. Instead of embracing and leading change, these executives try to resist it. This inability to change with the situation is the quickest path to failure.

Change is inevitable. If the executive is not forced out, he/she will probably get a less than desirable job in the new structure. While coaching can sometimes help, unhappy executives with a bad attitudes in jobs they deem beneath them is a very slippery slope.

Never Say No

For those of you that are seriously interested in upward mobility, never say no to a new assignment or transfer. Why you ask? You like your current cushy job. You like the people you work with and finally, you are starting to make progress. Why should you move? I will tell you why.

Usually, before you are asked about your interest in a new job, the President or someone at Corporate or your boss or an HR committee has decided that you are the right person for the job. They have also looked at the career value and broadening aspects. Additionally, they have probably thought through who they would replace you with as well as others in the chain. These people have already decided that a move is in your best interests. If you say no, you upset the apple cart and may even set your career backwards. Say yes. Take the new assignment. It will broaden you and the new job will probably be short lived because they will already be thinking about your next assignment. Those that indicate an interest in mobility are the ones that get asked again and again. They are the same ones that rise to the top. Do not, I repeat do not, stay in the same job too long.

One of the sadder human conditions that I have observed is from grown older men who re-play "what might have been" over and over. "If only I had taken the opportunity presented ten years ago." Regrets. Have you had any in your career? Not me. I always said yes to new opportunities. Did I ever question the value of the assignment. Yes, but I always talked it through with my bosses. Was I ever concerned about a transfer to a new location? You bet. But, I always make the most of it. In the process, I grew and developed beyond my wildest expectations. Change is good for you. New assignments will broaden you. Your future potential will be enhanced as a result.

It is never too late to avoid saying no to future opportunities. Avoid regrets later in your life. Don't look back and grumble about what might have been. Say yes!

Who Has The Most Power And Influence?

Who yields the most influence? I used to think that it was always Finance. They controlled the purse strings and were involved in all major decisions. The CFO was always side by side with the CEO. They are very,very powerful but I have learned that it is not quite that easy. If it isn't finance in your organization, who is it?

Engineering and Research because they hold the keys to innovative new products? True in many high tech companies. Operations because of their process expertise? True in companies with a heavy manufacturing focus. Sales and Marketing because of their ability to grow the customer base? True in many service based companies. Human Resources because of its human capital focus? Seldom the case but true in all of those enlightened, innovative, cutting-edge companies! The Japanese taught us that Human Resources should be the most respected and influential function of all. Or, is the function not as important as the existence of a charismatic, credible, talented leader? He or she brings the power and influence, not the function they lead.

What about your company? Who rules the roost and why?

Why The Name Without Boundaries?

After doing business in most countries around the world. After working directly as an employee in the Aerospace, Automotive, Electronics, Telecommunications, oil and gas, and management consulting fields. After consulting with small business owners, high tech firms, insurance companies, major conglomorates, recent IPOs, and recent start-up companies. After living in three different countries with three distinct cultures, I have concluded that people issues among all companies is a common thread. They all have them. The way that you address people issues varies slightly depending upon the unique culture of the company or the country but the methods that you use to arrive at solutions are almost identical.

After years of studying human behavior in organizations, I finally found that my skills are portable from industry to industry and country to country. No boundaries. The name, Without Boundaries was selected to convey that concept. Of course, I had to incorporate the name in Texas (State of residence) and check its availability in most of the other populous states. Fortunately, I was able to use Without Boundaries LTD. When I speak to a new group or a new company, I explain how the name originated.

http://withoutboundariesltd.blogspot.com/
http://tx.local.yahoo.biz/withoutboundariesltd/
snichols222@sbcglobal.net

Caught Red Handed-What Would You Do?

Lets say that you caught a professional employee in the act of stealing. For the sake of argument, lets assume that another person saw it also. There is no doubt. The employee is guilty. What would you do?

Do you turn the other way because "John" is such a good guy? Do you confront him? Do you call HR and/or security? Would you be influenced by the seriousness of the theft? What if it was office supplies such as pens or computer paper? How about 2 bags of mulch in front of the office? Okay, how about a computer or printer?

Should the size of the crime matter? Isn't theft the issue? What if the thief is an employee of a protected class? A high potential employee? A prized and costly recruit? Does it matter?

Most of my HR friends will think this one is easy. They will act on theft regardless of the value of the object or regardless of the person committing the crime. I suspect that many of my non-HR friends will be swayed by who committed the crime. They may even be inclined to look the other way. I should also point out that cultural differences may play a role. This one may be handled differently in Singapore or China.

The difficult question is what do you do about it? If your policy says that theft is a dischargable offense, do you discharge someone with a clean record for taking something of negligible value? Some of you may be influenced by the person's record while others will say that a theft is a theft and want to discharge the person immediately. Most company policies leave room for interpretation. In other words, company officials can determine the penality to levy on the crime---up to and including discharge.

Call me a soft but I have a difficult time firing someone who has a clean record for taking something like several sheets of computer paper or a couple of pens. A box of paper is a different story. A computer is clear in my mind. For the smaller crimes, I would advocate placing someone on written notice and firing them immediately if theft of any kind occurs again.

How do you vote? What would you do?

Downsize This!

Large or small, most companies are eventually faced with making adjustments to the size of their workforce. Before proceeding with a layoff plan, make sure that you have considered other alternatives including, immediately eliminating documented poor performers, early retirements, temporarily utilizing shorter work weeks, pay reductions, elimination of temporary and contract workers, restructuring work. If you are unable or unwilling to take these steps and you still need to cut the size of the workforce, following the steps below will help to insure your success:

1. First and foremost, bring in professionals to help because this is really difficult to do correctly. Above all you want to maintain high morale for those who will be staying and avoid costly litigation at all costs.

2. Make sure that management is up to the task. Any manager or supervisor that will be communicating the message (almost all of them) needs preparation in advance of the actual announcement.

3. Establish a fairness council of credible managers representing major functions to resolve any employee relations issues that may arise. HR should be the "owner" of the disputes and carry them to the council for resolution. The HR director should chair the council however it is tough for HR to lead the downsize effort and be the sole decision maker for dispute resolution. That is why a blend of managers from other functions (including HR) seems to work best.

4. Put together a communications team to announce the business decisions that led to downsizing, tackle questions and answers, and aggressively address rumors that develop.

5. Dedicate full time HR resources on the day of the announcement, including security if you suspect foul play (which almost never occurs).

6. Consider hosting a job fair soon after the event for all employees that are displaced. Also, arrange to give all displaced employees outplacement assistance.

7. Communicate frequently. Communicate thoroughly. Communicate what is likely to be on people's minds.

Careful planning and coaching will pay big dividends. As good as employes may feel about their experience with your company, when they lose their job, the thing they will remember most is how they were treated by their boss and HR on the day that they were asked to depart. Treat them like professionals and they will do the same in return.

Read These For Greater Understanding

From time to time, I use books as part of the coaching process. This is particularly true with six month or longer engagements. This way, we take greater advantage of the time between the face-to-face coaching sessions. Also, most of my clients travel and an appropriate book or magazine article is the perfect travel companion. I always read the material in advance, highlight the areas that I want the client to focus in on and then we discuss the content at our next session. Books that I have found particularly helpful include the following:

1. Coaching, Mentoring, and Managing. Niki Holliday. Strategies for building winning teams for those new to this role. Coaching is a role that many managers are not familiar with.
2. Why Smart Executives Fail. Sydney Finkelstein. What you can learn from the mistakes of other executives. What better laboratory than learning from others mistakes before you fall into the same trap?
3. How To Become A Great Boss. Jeffrey J. Fox. Getting and Keeping the Best Employees. Improving your status from good to great.
4. Guerrilla Marketing. Jay Conrad Levinson. Tips on how to reach the fastest growing market. Primarily for small businessmen.
5. Tuesdays With Morrie. Mitch Albom. Old man, young man, and life's greatest lesson. This book places mentoring in perspective. Making the highest quality of life regardless of the hand that has been dealt you is what really matters. It is also a lesson for those feeling sorry for themselves. Stop and remember Morrie and all of a sudden life does not look so bad.
6. What The CEO Wants You to Know. Ram Charan. Understanding how your business really works. This also works for those reporting to the top executive at a site. CEO's think differently than you and I. Find out what matters most to them.
7. Communicate With Confidence. Dianne Booher. How to say it right the first time. This is one of the best on speaking, listening, and overcoming communication concerns. I have used this one over and over for one of the top developmental needs---effective communication.
8. Smart Work. Marshall and Freedman. The syntax guide for mutual understanding in the workforce. I especially like the section on "generous listening."
9. The Portable MBA in Strategy. Tactics used by successful businesses to innovate and create wealth in continuously evolving markets. Good for those without an MBA. There is also a similar book on The Portable MBA. Both are good for leaders who have a non-business educational background.
10. Simplicity. Bill Jensen. The new competitive advantage in a world of more, better, faster. Sharpen your actions on things that are really important. Eliminate the fluff and non-essential.
11. Business Leaders and Success. William J. O'Neil. Fifty-five top leaders and how they achieved greatness. Learn from those at the top of their game.
12. What Clients Love. Harry Beckwith. A field guide to growing your business. For anyone desiring to improve their relations with clients.
13. Things a Man Should Know About Style. Esquire's Omelianuk and Allen. Tongue in cheek look at style and fashion for the male executive. Look your best at all times. You are being watched.
14. Iacocca. Lee Iacocca. Learn from one of the masters during his prime.
15. Executive Charisma. D. A. Benton. Six steps to mastering the art of leadership. Use this if the executive wants to improve on his/her executive presence.
16. Leadership. Rudolph Guiliani. One of the best example's of leadership during a time of crisis.
17. Leadership Through The Ages. Rudolph Guiliani forward. 250 inspiring quotations from Churchill to Will Rogers. Great for supplementing your speeches.
18. On Becoming A Leader. Warren Bennis. Good material for top middle manager or a new senior leader. Warren Bennis is one of the best writers on leadership.
19. American English Proverbs. Harry Collis. For foreign nationals who need to understand American sayings such as, why curosity killed the cat or don't bite the hand that feeds you. We use them all the time and our foreign employees or visitors probably do not have a clue what we mean.
20. The Five People You Meet In Heaven. Mitch Albom. The same author as Tuesdays with Morrie. This book teaches you the connectivity of life. When you get to the top of the hill, you want to make sure that when you turn around, your troops are behind you.
21. Who Moved My Cheese? Spencer Johnson. A simple classic book on change and resistance to change.
22. 1000 Places To See Before You Die. Patricia Schultz. Dream a little. Take advantage of your international travels and stop by some of these places when you are in the neighborhood.
23. Rites of Passage for Executives Over 100k. John Lucht. Just in case you find yourself on the job market. This may be the only book that you need for the hunt.

Other books and magazine articles are also recommended as the situation warrants. For the most part, I try to avoid the trendy book or topic of the day. I prefer the time honored material.

But She Has A Great Personality

Be afraid. Be very afraid. In high school, this was code for her looks aren't so good but her personality makes up for it. In business, we might say "all talk but no action" or "he/she is an empty suit." In Texas, we say "all hat no cattle." Personality of course is important but I always get nervous when someone leads with that description of an employee. Tell me about their business competencies. Leadership style? Communication ability? Enthusiasm? Teaming ability? Competitiveness?

In business today, the most common tool that is used to measure personality or "type preference" is the Myers Briggs. Almost everyone has taken it. The funny thing is, most people cannot recall their four letter type. They may remember one or two letters but even so, they cannot explain their meaning. That is a shame because your type can tell you things that you need to work on. For example, I am an ENTJ. We know that ENTJ's need to be careful to recognize other people's contributions since we have a tendency to overlook them. Also, we tend to make fast decisions and ignore some relevant details. So, knowing this, I go out of my way to avoid these pitfalls.

What is your type? How recent have you taken the Myers Briggs? I have taken it many times over the course of the past 15 years and it always comes out ENTJ (Extrovert, intuition, thinking, judgemental) although I am a very slight "E" with some "I " tendencies. Has yours changed? It seldom does but it can. Maybe it is time to take it again? Fortunately, there is now a free online service that you can use and get instantenous results. Try it and compare your results if you remember your previous type.

Click on www.humanmetrics.com and after about twenty minutes of your time, you will see the results. Call or email me if you want to discuss.