Tuesday, May 17, 2016

Pulte Homes looks for a new CEO -- and doesn't find one

At least not yet. Fundamental to any succession process is having a new leader groomed and ready to go, either from inside or outside, before making change. When that fundamental isn't present, well, the vacuum starts to make that bad sucking sound. You know the one: When the machine stumbles upon a corner of a rug and it starts to whine, forcing you to turn the switch off.

This analogy is not far off when it comes to Atlanta-based Pulte Homes. For more on where the company may go from here, please see a piece published last week in "The Saporta Report," a locally run digital publication that reports on business and civic activity in Metro Atlanta.


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Wednesday, April 06, 2016

POV on leadership: Seven short bursts

Note: This originally appeared as a client e-letter on April 1, 2016
Dear Clients and Colleagues:
Bringing back a previous format for this month's letter. Here are some short bursts, or in this case, the seven dwarfs of observation and interpretation:
1.) Quit obsessing over Donald Trump. Both directions -- to the negative and positive. What works for him only works for The Donald. With all due respect to business media who have to write something, there are no key lessons learned (accentuated using Dana Carvey voice) based on what Trump has been able to accomplish. Not even his Twitter prowess can be replicated across everyone's self proclaimed integrated platforms. Ben Carson had as many Facebook followers but never caught fire like the Donald has. Get a message or idea that connects -- good, bad or ugly -- if you're really that desperate for exposure. 

2.) Political affiliations aside, who are you supporting for President? Why? Business leaders need to be prepared to provide an answer this time around. Blending into the wall paper, giving money to both sides and having mealy mouth answers when asked is fading like the same color of that wallpaper. Kathleen Parker is spot on with the following:  "There's a price to pay for silence." True that! https://www.washingtonpost.com/opinions/few-republicans-have-shown-the-courage-to-stand-against-trump/2016/03/22/08ee8c88-f067-11e5-85a6-2132cf446d0a_story.html?wpisrc=nl_pdrainbow

3.) Remember, social media only echoes current sentiment. Social media, or any media for that matter, doesn't lead and direct anything except piles of information and attention deficit. Quit posting the passing article of the day if you don't have something worth adding from your own point of view.  Obviously there are exceptions here but not many in a leadership context.

4.) Small talk can lead to larger engagement. Have we forgotten how to talk, much less engage with each other in normal conversation? Here are some reminders for those who still choose to speak to each other. Lead with the weather to create small talk. Don't discuss politics or religion unless you're consulting a politico or minister. Genuine engagement with others now officially represents a task for some, not a normal past-time. Soon there will be a smartphone campaign with the following slogan: "Look Up!"

5.) Encourage, encourage, ENCOURAGE. Even McKinsey, masters of everything leadership- and matrix-driven, cites encouragement as the number one leadership responsibility. Unlike the recent SHRM study that repeated the same tired necessary attributes to be a leader, good looks, stature, image, etc., encouragement is actually something you can do that benefits others. How many times did someone encourage you today? Return the favor to receive the favor. Simple yet not widely held practice.

6.) Keep moving past web-based platitudes such as the one the Korn Ferry Hay Stack posted the other day: "Majority of Fortune's Most Admired Companies say they have leaders of tomorrow," or something stupid to similar effect. Countless others not worth mentioning. Most serious observers quit putting stock in the commercially obsessed Fortune lists a long time ago, yet that message hasn't reached down yet. Not to worry. The next generation will put that one to final rest soon enough.

7.) Finally, get some rest. The leadership industrial complex is now espousing a lot of down time to find yourself or the "white space" necessary to remain highly charged and creative. Whatever. Try unplugging and raising a glass with trusted friends. Type A obsessions can be re-channeled when you get back to the office. A pre-existing client emailed last week to say they were taking some much needed time off. Bravo! I can't remember getting that type of message from someone in the Left Brain crowd. Some of my dear friends don't even realize how tired they look sometimes.
Happy April (We Don't Suffer Any) Fools Day,

Jeremy C. Garlington
Point of View LLC
4060 Peachtree Rd./Suite D-#117
Atlanta, GA, 30319
Phone: 404-606-0637
Web site: www.pointofviewllc.com
TGR web log:  www.povblogger.blogspot.com 

Tuesday, March 01, 2016

SEC Primary: Mouths shut, feet up

On a day when everyone is talking, tweeting and posting yet (going out on a limb here) probably not meaningfully connecting with each another, it's time to review a few leadership truths. Or lessons that seem to have gone missing:

1.) To not have a position is to have a position. Be ready with your own when asked. When Saddam Hussein called the U.S. ambassador for Iraq, April Glaspie, prior to invading Kuwait in 1990 (millennials, look up your history), he asked if the United States had a position on Kuwait. When the ambassador said that the U.S. did not have a position, Hussein rolled his tanks right across the border, starting the first Gulf War and a mess that remains, well, messy 25+ years later. There was obviously more to the situation, but at a simplistically speaking, this validated story has been widely cited as an example of when a non-position is a position.

Masked caricatures of Bush 43 vs. Saddam Hussein

A similar dynamic holds in this year's presidential election. If you're choosing silence and your job involves leading others, you might want to make sure corresponding actions are clear about where you stand before uttering any words. Because if you don't, others are going to make their own conclusions. We need more balanced leaders willing to share more sense and sensibility right now. Yet for some reason that's not happening. Go ahead and speculate on the reasons why if you want, but it's a pointless exercise to try and figure out what others are thinking or doing. Focus on doing something yourself.

Donald Trump
Hillary Clinton
2.) Should you choose to share how you're viewing this year's election and which candidate you're supporting, make sure your point of view is actually informed by something substantive rather than the sound bite or talking point of the day. There's really nothing worse than echoing what someone else has said and claiming that view as your own without any original thought. Besides that's what social media is for, to echo and reflect -- not lead and direct. Throw in the cable channels, too, for exhaust to fan the flames.

3.) If these first two options are too tiring, then do what Mama used to instruct via double negative: If you don't have anything nice to say, then don't say anything at all. The process being what it is, it will continue whether you say/do anything or not. It turns out that even some things in this world remain greater than us.

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Note on what will soon be a fading memory, this year's Oscars: Please don't feel compelled to go see "The Revenant," if you haven't already crossed that one off your list. Gory, long, depressing and not even Leonardo DiCaprio's best work. Instead watch Super Tuesday returns tonight. It's kind of the same thing, or two for price of one, from the comfort of your own hotel room.

Hugh Glass, played by Leonardo DiCaprio

Monday, February 01, 2016

Great cartoon (pre-Iowa caucuses)

Courtesy: Economist Magazine (February 2016)
It's comforting to know that a picture is still worth a thousand words, or in this case, 400 characters, via Twitter.

Wednesday, January 06, 2016

Ode to a Kingmaker

January 6, 2016 (Feast of the Epiphany)

Life tributes are normally made at funerals or retirement parties with the latter now completely faded from the landscape. Executives evidently now have plenty of watches to guard time when they ride off into the sunset.

This tribute will be made to a figure who announced a long anticipated retirement late last month, yet based on track record and values, will never be "done." Not in this life or beyond should you share a similar belief system.

While this figure may be obvious to long-time readers of the TGR blog, it almost doesn't matter who this person is from a material point of view. Despite the fact that the name has currency as one of the most influential business figures of the 20th and 21st century. Hint: It's not Willard Scott although the famous "Today Show" weatherman announced that he was going out on the same day.

Ode to a Kingmaker: Long live the King!

Kingmakers by definition are those who make a king or ruler. Applying this definition in a real world sense, great leaders are made. The ones who do the making are generally Machiavellian by nature, meaning their work is done in the shadows, or outside the normal zones. Highly intangible yet valuable, in other words. For an old example from the movies, think Robert Duvall who played Tom Hagen, the consigliere role in "The Godfather." Their difference is felt at the highest human decision-making and judgment levels, or where choices are made to fill consequential jobs. To achieve this status means you have to not only be willing to make kings but also take the long personal journey not unlike the one taken by the Three Kings, a mysterious but heavily influential group whose travels are marked today on the Christian liturgical calendar.

Making kings is not a practiced art anymore. The art has given way to science and data with less and less relationship-based, long-term thinking by the day. Kingmakers have disintegrated into board specialists or operatives in politics, and consultants or self appointed trusted advisors to CEOs. Emphasis on the individual has given way to team at all costs, and while this is understandable in large, complex corporate environments, standing out as an outsider from another industry no longer holds as much sway. Consummate insiders rule the day, one that has seen its share of economic stagnation over the past five years despite pockets of growth in some sectors. Expert keepers of the status quo now give way to unicorns in entirely new sectors since their paths rarely cross.

This tribute's subject represents a kingmaker of sorts who was present at the creation of a craft called headhunting, which now is executive search, a discipline that few have mastered much less grasped. Through a combination of hard work -- first modeled in an old General Store where his family lived during the Depression -- Jesuit upbringing, sharp instincts, great education, hero worshipping and the gift of seduction, this person literally willed himself to do great recruiting work for big brand name companies and institutions. He did so by building relationships and reputation with leaders who held boldfaced names in the old print world. This person's work at the Top would always be recognized because he made sure it was.

For anyone still left wondering, this figure's name is Gerard R. Roche or "Gerry" by his friends and foes. To paraphrase the old Irish blessing, may the road rise to meet you wherever you may go from here. And may that same "straight ahead" road lead to more forks where you can touch eternity -- while always saving energy to make one more phone call.

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Courtesy: LinkedIn Pulse
Should you want to learn more about this person and what he "feels strongly about," watch the following clip: https://www.youtube.com/watch?v=nWLUyGnEFQI. The highest compliment to be paid to presenter is that he or she made you laugh, think and/or cry. There's a little of all three in this one.

Thursday, December 10, 2015

#Lead it forward: Send it in!

Credit: Pinnacle Performance Champions

#Lead it forward will attempt to compile, and then distill and publish, a list of leaders who exemplify paying it forward. Unlike the political realm, where it's all about serving an agenda, #Lead it forward will attempt to gather examples of those who have paid something forward for someone else or a greater cause. That something could be a business referral, encouragement, access and/or special gift that otherwise isn't known. Examples don't necessarily need to be brand or boldfaced names in the news.  Here's a literal example to get things going:


Tammy Carnahan owns the blog URL, Lead it Forward. She's been a teacher, principal, and now serves as a human resource instructor, according to her profile. TGR does not know Tammy, per se, but definitely would like to first recognize her as a leader who literally leads it forward.

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Wednesday, October 28, 2015

Which came first, the relationship (chicken) or the transaction (egg)?

Kevin Costner
Credit: ifc.com
Conventional business thought when you're selling a product or service says build relationships based on mutually identified need and the rewards will follow. Call it the Business Field of Dreams Theory. Except instead of  Kevin Costner looking for his Dad in the corn stalks, Warren Buffett shows up with bags of cash.

Warren Buffett
Credit: DealBreaker
What happens now is the transaction ends up defining the relationship, not the other way around. This isn't necessarily a bad thing -- think Facebook, Uber and Airbnb in an exponential marketplace. Balance between transactions at all costs vs. relationship represents a profound shift that helps explain resistance to change in most enterprise-level operating environments.  It's hard to instill trust and confidence when you're worried about how much you're going to get paid, or vice versa, how much you're not going to get paid or save in costs.

Consider the following example. New CEO Bob wants to improve the quality of his Corp.'s audit and financial controls, which he doesn't believe are identifying enough cost. Early in his tenure, Bob turns to a known relationship, a major auditing firm that he used at a previous employer. There are no conflicts so CEO proceeds to advise his board that the company is going to change auditors. He presents the business case, or the often lost Why.

A paranoid board, which named Bob CEO a year ago, challenges the decision and makes a single request: Could we instead go back to our current auditor and ask them to improve their process first to see if key measurements could be improved? Too much change at one time might send the wrong signal since our financial performance is solid. Oh, and could the board's Audit committee be fully apprised of what's going on via daily dashboard updates? What began as a simple exercise has now turned into a lengthy review process chalk filled with bureaucracy.

Unfortunately enterprise businesses now have to deal with these types of dynamics and behaviors regularly largely due to fear-based risk vs. reward scenarios. Two percent+ growth economies featuring lower wage, part-time jobs make everyone an expert at efficiency improvement.

Not to over-simplify a solution, but...What if we could return to a simpler relationship-driven environment such as the ones built with great mechanics, barbers or hair stylists and yard maintenance pros who populate the linear, or hourly marketplace? Relationship and transaction are one, and the complexities and obstacles, while always present, take a back seat. Here's an example:

Victor Aldana is a 30-something landscaping professional who has been working in Atlanta for the past 15 years. A native of Honduras, Victor lives with his wife and three children in Peachtree Corners, Ga. He and his four-man crew provide great service and a visible, finished product. They don't just cut the lawn and leave; they edge, kill weeds, trim bushes and clean up after themselves, a novel idea in today's world. See fuller description here: http://www.manta.com/c/mr4ych8/v-m-a-landscaping-service

I've known Victor for more than a year and have used and referred him regularly since he first started mowing my girl friend's yard. Always pleasant, always professional and highly responsive (text and email even when he's mowing) and above the standard norm. In addition to the yard, he's taken on separate projects, such as clipping trees and our newest mutual endeavor, deck improvement.

With Victor and Co. in the mix, there's no need to take on work outside my core competency, which does not include taking care of nearly an acre of land and repairing a deck in less than 365 days. He beats the heck out of the scared, lazy kids in the neighborhood -- not to mention the entitled landscaping services that tell you they wouldn't even consider stopping for less than $100.

The best part is you could call Victor at any time and he would at least try and help identify a solution if he couldn't do it himself. How many of us can say the same thing?

This relationship transcends the transaction although admittedly he seems to enjoy getting paid in cash. As do I. But that's another story.

Let's resolve to quit making things so damn complex for complexity's sake and do business the Victor Aldana way. If we can't have more trust and confidence then let's roll forward with more faith in the individual.

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First of its kind

"The Garlington Report" (TGR) represents the first new media forum devoted exclusively to executive-level leadership from the talent and search points of view.

For regular readers, rest assured -- you will continue to find monthly Pointes and other content that you've grown accustomed to. Please also feel free to navigate back to the consultancy's URL at http://www.pointofviewllc.com/.

Thanks for continuing to read, JG