From the Front Lines

1.) New rules of engagement are emerging but no one can fully define them. Much of the movement is being driven by the dizzying array of media used to screen and profile potential subjects of any kind. On-line has now replaced off line for impression gathering. To the degree that on-line profiles reveal something valuable then by all means respect the exercise. Just remember that truth isn't always about facts especially without proper context. Danger lurks when preconceived conclusions outweigh situation tested examples, which are harder to gleam without direct interaction. "Google me" used to elicit a few laughs; now it reveals fear on unimaginative faces.

2.) It is possible to dilute personal brands via social media despite how crazy that may sound. Board-level advisers are terrified of appearing accessible to everyone despite pressure to appear open and authentic. Mainly because perceived access out duels the need to be transparent. What does this mean in day-to-day terms? Be careful who you link with on LinkedIn. Not everyone is made the same way, according to this line of thinking.

3.) Dull organizational straits have replaced personal charisma and flair in the executive ranks. It's simply not cool anymore to have a larger than life CEO. That's too bad. Business is boring enough without more intention. Case in point: 10-15 years ago, business books, such as, "Straight from the Gut" and "Execution" represented one of the top selling categories. Now business book sales line the bird cage.

4.) Flight to quality in the consulting ranks continues at the higher end; major disruption looms but has its share of consultant speak. Thanks to a more astute friend, see the McKinsey POV here: http://hbr.org/2013/10/consulting-on-the-cusp-of-disruption/ar/pr. Key takeaway: Professional service firms of every order should be innovating their delivery models instead of doing the same old thing, which many continue to do.  Boutiques will always lack leverage and scale, which by the way, are two of the most over-used terms in the current lexicon of business.

5.) Industries under scrutiny continue to double down with the same leadership formula. Major banks, for example, have been notoriously doing the same thing since the 2008 market crash. According to a well placed source who works with bank boards, of the seven major banks who have hired new CEOs during the last five years, not one has come from outside the organization. So much for change we can believe in. Some other industries represent an exception but not many. Lack of injection from the outside continues to dominate the landscape, proving once again that the devil you know is better than the devil you don't know -- or so the saying goes.

6.) An entirely new "Retire Forward" class has emerged. They're in their late 50s, early 60s, and unlike their predecessors, detest the thought of traditional retirement. They have had successful careers or built great businesses yet want to exit gracefully to do something else with the remaining time. There's only one small problem: No one knows what to do with them! Not their former employers, friends, spouses, children, etc. No one. Except maybe for those curious and vested enough to help show the way through an ever widening hidden market.

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