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.

# # #

 

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.

 

 

#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:

http://leaditforward.com/?page_id=15

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.

# # #

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.

# # #

Labor Day special: Forks vs. pivots

A friend named Dan recently took a new job with a firm based on another continent. While the job is elsewhere, his employer has said that he can still live in Atlanta where he, his wife and two children call home. The job became permanent following a short period of contract-for-hire status, a term to describe contract employees, who are constantly being re-classified in other realms of the shared economy. But that's another story.

When Dan shared his news, he communicated ambivalence about the situation. The first level is pretty obvious: Lives in one place but has to commute to work in another. The next level isn't so obvious to the normal passing eye.

Dan is like a lot of the working world now who rarely turns up in the normal stats: Former corporate type who struck out on his own a few years ago, has done well but always feels the pressure of needing to do and earn more. When told it sounded like he was making a career pivot vs. taking the fork in the road, he seemed to accept the view. Pivots are real and continue unabated amidst unprecedented change, constant transition and what feels like a leaderless march to what the world calls a new normal.

So far, or since the term was coined in 2011 by someone who ironically no longer holds the same influential role, it's meant two percent economic growth, which is hardly enough to warrant happy economic talk emanating from political and business elites. According to Vet Jobs Early Eagle, a newsletter that helps veterans secure employment, roughly 86 million workers are not counted on the employment rolls and the work force participation rate stands at 62 percent, the lowest rate in 40 years.

Source: WSJ, August 22nd*

*Earlier projections have been revised upward for first half of 2015.

It's important for those still attempting to manage their jobs and careers to understand differences between pivots and forks in the road. Pivots are temporary and generally reside in personal choice; forks are longer lasting and usually involve full relocation or deeper rooted change away from normal routines. Forks also can be involuntary.

Instead of taking the fork in the road that hasn't emerged yet, I like to eat with my fork -- at least for the time being. Recognize the difference and you'll be a lot farther down the job/career management road than when you first started reading. Happy Labor Day,

JG

Leadership Do's and Don(u)ts

This post will attempt to reframe the litany of how to be a better leader lists that currently populate the universe. Content is the product of 15+ years of work, observation and engagement with business leaders, which at times, has been pretty revealing. These rules do not really take into account the cast of characters currently vying for the United States' top leadership position although it probably should. That's a whole other animal.

Main takeaway? Real leadership is a lot more difficult than it is authentic. Especially if you're not able to suspend thyself for the sake of others, or essentially reverse course on some of the behaviors that secured the top job. Onto to the do's and donuts:

1.)  The Double Do: Do as I say AND Do as I do. Dad used to say, "don't do as I do -- do as I say." Fifty percent unfortunately isn't going to cut it anymore. The right behaviors have to back the right words and vice versa. Here's a test: When was the last time you did something selfless that wasn't in your own self interest? Be honest.

2.) Do: Leaders are committed to and care about people. They're personal and believe in the individual, where that person comes from and what makes them tick. All the time -- not only when those same people who work for them can provide something they need. Business leaders wax on endlessly about relationships, but before the chicken came the egg, or the person. How many CEOs do you know who truly care about people vs. seducing those same people so they'll do something for them? Chances are the individuals who understand this do stand out positively in your head and heart.

3.) Donut: Leaders aren't thin skinned, and they don't run and hide at the first sign of trouble. Digital media does not replace engagement. A client recently claimed, via email, that she was "insulted" when I asked her to honor an original work commitment. Either let's get it done or forgo the project was the plea. This message was conveyed ironically by the same person who preferred to be emailed. The words left a lasting impression. Pleased to report there was a happy conclusion here, which included a written apology via note card sent in the snail mail.

4.) Leaders know the difference between public and private behavior. Hint: Private is going the way of Blackberry. Anything that you do or say now is public. Period. Work back from that extreme backwards if you remain convinced that private compartments are always private, including the time spent on-line.

5.) Others know where leaders stand, or what Bill George once called a True North compass. Purpose has replaced values as the buzzword du jour, but the truth remains that at some point an effective leader has to stand for something. Good, bad or ugly. Unlike political elections, it's not a popularity contest -- although even that truth may be changing before our eyes.

6.) Do: They're creative and able to tell a story that helps frame a narrative larger than themselves. I don't know many creative CEOs in the sense that they're able to go outside the box, often the one they've created, to receive perspective that leads to change. They all say they do, but when it comes white knuckle time, most only want to go there temporarily until trouble passes. What should be a standard do is too often a donut. Care to trade a donut for helpful service? Inquire within: http://pointofviewllc.com/services/

7.) Do: Leaders are apolitical. First, this do rule is not what you may be thinking. Apolitical in this context does not mean taking neither side in a political contest. More to the point, it's about being able to lead through competing constituencies. Think Peter Uberroth and Mitt Romney when they managed successful Olympic Games.

8.) Donut: Smartest man ruling the room syndrome is over, except in politics, which continues to be an exception for lot of things that might be defined as newly normal.

 

# # #

What is a new narrative?

Note: This post has been adapted from a monthly e-letter to clients and colleagues.

Dear Clients and Colleagues:

What is a new narrative? Great question that deserves a better answer. Put simply, narrative is a story. In the context of leadership and career transition, a new narrative often takes the form of a bio (brief biography) that frames where someone has been vs. where they want to go. This starting block has to strike a balance, meaning the story has to point forward not backwards like so many resumes and CVs do.

The classic bio is often filled with a list of achievements, many of which occurred in the past. While experiences are important, the ability to transfer past history to present/future attitude is the key to effective change. Boards and hiring influencers want to know what you're doing now and not only how it translates but also how it transfers with conviction. Far too few are willing to embrace "the translate and transfer" challenge largely out of fear of the unknown. Which, by the way, is completely normal. You're human.

Here are five other obstacles to effective transition and proven ways to remove them:

1.) THE story. It's not just about your own story although that's important. It's about how your story fits into a larger one. What does the business actually do that people buy? What makes it valuable? How did it perform before vs. now? How would you define your role in its success? Start with that line of questioning vs. the "I did this and I did that" bits and bytes mentality that far too often informs conversation about jobs and careers. Throw in some color that talks about how you overcame conflict, which is essential to any good drama much less one that glows about yourself.

2.) Extended self-introspection. We are our own worst enemy. While some reflection is necessary to manage change, extended navel gazing, isolation and lack of accountability can spell disaster. Unplug and get with some friends who aren't afraid to share the truth in love. Hire pros if you're running low on good friends. Where do they see you going or planting? Better yet, what opportunities could be really energizing?

3.) Lack of incentive. This is what ultimately destroys the value of a new narrative before it can ever take hold. The greatest incentive is always the coveted top prize: New job, position of influence, higher rank, more money, etc. Yet often this short-term mindset can lead to disappointment when results aren't achieved immediately by pushing the Uber button. The average transition can range between 12-18 months in a good cycle and longer in a bad cycle. For those who have been protected from the economic ups and downs over the past five years, there have probably been at least 10 different cycles within that stretch. Do your own math and adjust course accordingly. Here's a creative way forward on incentive: For every significant step you take, donate $100 to your favorite charity or cause (church plates count, too.) Proper margin always helps.

4.) False narratives. We all have stories and experiences from our past that don't align with where we are now. Or where we want to be. The best way to correct a false narrative is to carve out a new one preferably with folks who can see you in a new light. If you're not in position to do so, then start moving that way.

5.) Destiny's myth. Accept fact that you don't control the outcome, only the inputs. The single biggest myth is that we control our own destiny. With respect to Ayn Rand and Ralph Waldo Emerson, that's simply not true and never has been. Turn the reality shows and social streaming off. This one is called real life. "The journey of a thousand miles starts with the first step." -- famous Chinese philosopher.

 

Happy transitioning. Please consider sending friends and colleagues this way should they need help rebranding a new narrative (translation: Telling a new story.) Thank you,

 

JG

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
 

Client letter: Bad Month

Dear Clients and Colleagues:

Every business that doesn't have scale or leverage goes through the same thing eventually: A bad month, quarter or longer stretch of under-performance. When things go bad, the traps are many: Fall into a hole, hide in a corner or assume the fetal position. All of which, by the way, have been done by yours truly. If it weren't for faith, friends and role models, returning to those positions may still be an option. But none of those still hold appeal. Here's why:

First, my long view says being persistent pays. And that may be the only piece of conventional wisdom that still holds true. You big firm, corporate types who want to argue the 80-20 rule, be my guest. Persistence may not always translate into payment twice a month, but it will eventually produce reward, assuming other factors (hard work, inputs vs. outputs, economics) are equal.

 

Second, life is too short to let days pass sucking eggs. Middle age has a way of teaching, sometimes with a hammer, that life is fleeting, uncertain and that nothing is promised for tomorrow. So get busy doing what you love today and find some intersections with what the world needs. Oh, and be sure others with fresh faces know what you do -- or at least have enough wits to form their own opinion. It helps, too if that same crowd has money or access. If they don't, keep moving until you find a few that do.

Third, the longer you stay in the hole, the harder it becomes to turn away from sayings like, "this, too, shall pass," or my new least favorite: "Just put this behind you and move one." A good friend/former client shared that one recently following news of a lost bid on a consulting assignment where a key advocate chose to recuse without explanation. When you experience loss of any kind, the just get past it response is unacceptable. The friend offering comfort was well intended, but he would have been better off saying nothing before attempting to equate my loss to his own frustrations with not winning more business. In other words...Dude, next time just bring a casserole and keep your mouth shut. Or study up on St. Francis of Assisi: "Preach the gospel, and when necessary, use words."

 

The truth is losses are set aside, not immediately left behind. It's kind of like when you're on a jam packed flight and you have to move past others to reach a window seat. The goal should always be to move up one row at a time while setting aside what occupied the previous seat. Forgive but never forget. If that doesn't work for you, stay in the aisle seat and let us pass.

Enjoy the new month. I know I will. It has to be better than the previous one. 

 

# # #

April letter: Head scratchers

(Note: This originally appeared as a client e-letter on April 8th.)

  

Dear Clients and Colleagues:

 

Following are some head scratchers (noun: conventional ideas or practices that beg further review) in Short Burst (SBs) form. Welcome your thoughts as always.

 

 

1.) Social media is dead. Long live social media. There has always been a certain follow the crowd mentality in business when it comes to looks and image. Nowhere is that more evident than on the social media channel, LinkedIn. Lookalike job titles and connections galore fill endless updates. More is more, or better. According to the experts, it seems as though it's not about whom reads what; it's about who comments or likes the content. Talking or speaking directly is not a requirement. This feels like what used to be called a tipping point, meaning there's really no way all of what's posted or connected can be shared much less consumed. A friend who prides himself on remaining accountable by the hour scoffed recently: "Wow, you look at that stuff every day? I sure don't." I suspect maybe he does. And so it goes. Whichever unicorn comes up with a way to make LinkedIn and other channels more niched without losing context will be onto something if they're not already.

2.) Now introducing the dreaded, profane party crasher...Transparency. One of the three leadership themes identified earlier this year http://povblogger.blogspot.com/2015/02/hash-tag-youre-it.html has already been on full display. Transparency emerged as a theme in the Hillary Clinton email controversy and then died. Basically because the Clintons, like so many at the top echelons, now are governed by a different set of rules. That's no longer just perception; it's reality. Gaps are now gulfs. Self consumed leaders who aspire to be selfless would be wise to help at least provide a lift to the bridge. These gestures can come in many different forms, such as truth, encouragement or support (according to McKinsey, this is the number one leadership attribute), opportunity, service, basic act out of self interest, etc. It doesn't always have to have a bottom-line value attached. Best things in life are free, right?

3.) No one who speaks of change seems to know where change will lead. Trust, which comes at a premium during change, has not only reached all-time lows; it's been shot to death. According to this year's Edelman Trust Barometer, which measures confidence in institutions across the world, two-thirds of the 27 nations surveyed now fall into the "distruster" category. The pace of innovation now moves too fast by a 2:1 margin, forcing companies and businesses to rethink what's good in the marketplace vs. simply what sells. The only way through seems to be sustainable relationships, which require investing time to understand context fully vs. simply doing transactions and calling the result relationships. It's amazing to think that when the incoming phone rings or email dings, potential buyers have already decided more than 60 percent of the time that they're going to purchase based on information they've gathered themselves (Source: Association of Inside Sales Professionals.) Time to embrace the digital age. 1.0 leaders slow on the technology draw meet 2.0, the hyper-connected digital hands and feet. 2.0 meet 1.0. The two don't add up to 3.0 yet, but it's early in the game. Long or short field lies ahead, depending on your POV.
 

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"I Hate Christian Laettner": Personal rebranding genius

There are a lot of individuals, job seekers, executives, political candidates, etc., who work tirelessly to present themselves in the best potential light. For the most part they can carve out a position in people's minds that leads to a desired outcome over time: A new job, coveted position or winning a race for office. Some take longer than others.

Then there are the brand names, or the individuals who are known generally for one thing. That can be both good and bad, which defines the challenge otherwise known as rebranding, or moving from one position to another. Rebranding is the process; if managed properly, transformation can be the outcome. The process can be extremely tense and difficult especially if the former position is firmly etched in minds and hearts. Think Michael Milken, the late Chuck Colson and Magic Johnson on the positive side; Hillary Clinton, Mitt Romney and the latest lion to stir, Al Gore, on the negative side.

Christian Laettner: "Perception is not always reality."
Courtesy Bleacher Report

In the case of former Duke basketball star Christian Laettner, the subject of a new "30 on 30" ESPN special, the tension was between great performance on the court and how he carried himself off the court. This tension defined his brand against the backdrop of Duke basketball, which also had a love/hate dynamic that characterizes all winning teams. Laettner's reputation wasn't always pretty as former teammates attested to in the special titled, "I Hate Christian Laettner." The former Duke star still holds the record for most points scored during March Madness, the annual rite otherwise known as college basketball's playoff (another major branding feat, but that's another story.)

Laettner is captured on old footage stepping on another player during a heated contest against Kentucky in 1992. Anyone else would have been thrown out of the game, according to analyst and fellow Duke alum, Jay Bilas, but because he was "Christian Laettner," it didn't happen. The 6' 11' center/forward would go on to make one of the most memorably shots in NCAA history. Both images, which capture the tension, will be stored and replayed forever.

What stood out at a deeper level was a more subtle point on leadership. Coach K, the all-time winningest coach in NCAA history, was made better by Laettner, a blue collar and gutsy player from Buffalo, New York, who only K could relate to. According to Coach K's wife, the relationship helped raise her husband's game and the program's championship status. And that's what will be most valued over time. Coach makes players; players make coach. It's difficult to argue with four straight Final Fours and two national championships. Winning defines dynasty; valuable contributions create lasting legacies. The debate over whether you have to be an obnoxious you know what to achieve the highest levels of performance will have to wait for another crowd to argue.

And that may be the whole point: Performance ultimately determines brand whether you're liked, loved or hated by those who may not even know you. Or at least real brand over time. Controversy or drama never hurts. Leaving out the phony exceptions for now; time has a way of revealing the pretenders vs. performers.

# # #

Bibi Netanyahu: Leadership POV 101

This week's speech by Israeli Prime Minister Benjamin Netanyahu, "Bibi," was the most fundamental display of resolute geopolitical leadership backed by a point of view (POV) since former President Bush's address to Congress following the September 11th terrorist attacks. It was similar yet different from a speech Bibi gave back in 1996 when passengers could still board airplanes without taking off their shoes. Here are links to both texts:
1.) http://www.washingtonpost.com/blogs/post-politics/wp/2015/03/03/full-text-netanyahus-address-to-congress/
2.) http://www.mfa.gov.il/mfa/mfa-archive/1996/pages/pm%20netanyahu-%20speech%20to%20us%20congress-%20july%2010-%201996.aspx

Israeli Prime Minister Benjamin Netanyahu -- courtesy CNN

This is not a political message despite the obvious subject matter. Nor is it a policy statement or endorsement of a candidate for office. Israeli elections are next week, which is why President Obama, observing presidential custom, did not show favor by meeting with the prime minister.

This also is not a shrill rendition of an event reported by either the liberal or Right Wing media. There is no commentary. It's simply a statement of fact-based opinion, and anyone who has watched the speech, will have a difficult time debating the lead statement. Hint: Drop the political indignation and consider events that shaped both the context and purpose behind both the second Netanyahu and Bush speeches.

If you're a leader and have to share POV on a difficult issue calling for action, play the video clip at the link above and take notes. Then call an expert if you're still afraid. Because you should be. Tension sparks creativity. The power, however, is that path can lead to new authentic places -- not endless circular arguments that lead nowhere. To quote Bibi, "the enemy of your enemy is still the enemy." Don't let that enemy be yourself.

# # #

DHR/CT Partners Merger: Who cares?

Generally speaking, when owners of a business form a committee to consider their "strategic options," everyone needs to take cover or head for the exits because it's a clear sign no one knows what they're doing.

Except, of course, if you represent middle market firms active in executive search, or Search as the industry's long-time players like to refer to themselves. Recent news http://nypost.com/2015/02/23/embattled-ctpartners-faces-potential-takeover-by-rival/ that CT Partners has formed a committee of its own board members to consider options, including a hostile bid from DHR International, is the latest update in a saga that pits two small firms trying to compete against larger players. See an earlier posting here: http://povblogger.blogspot.com/2015/02/dhrs-hostile-bid-for-ct-partners-search.html.

To paraphrase one of Search's all-time seminal figures, deals are about personalities just as much (if not more so) than numbers. In CT Partners' case, the personality is CEO and primary owner Brian Sullivan who has been targeted in a sexual harassment case pitting female partners against what they're claiming is rogue behavior and unfair treatment in the workplace -- on Wall Street. Smart, blunt and controversial, Sullivan suffers no fools. DHR International's main personality is actually a Father/Son tag team: Father, or Chairman David and son, CEO Geoff Hoffmann. In previous cycles, Dad was spinning about how complementary the two firms would be in Europe and Chicago where combining the offices would save money. Really? So much so that industry reports now buy into the rationale. Dad even went as far to say to the NY Post that "the lawyers are negotiating non-disclosure agreements" referring to the potential deal.



Brian Sullivan

David Hoffmann

Even if this merger of so called equals were to take place, it doesn't add up to much other than vested interest. And clearly not enough to change the industry. A combined entity wouldn't even equal six months of revenues at Korn/Ferry International (NYSE: KFY), which is now the "industry leader" should that status still even matter. Long-time rumors about Korn Ferry combining with another large firm have remained just that largely because the economics and cultural issues that would arise from merging with another firm don't make sense. Plus the obvious: Going alone seems to be working just fine.

The only merger that would make any difference is if Heidrick & Struggles (NASDAQ: HSII) were to combine with privately held Spencer Stuart. Heidrick's year-over-year earnings, reported earlier this week, remained relatively flat while Spencer Stuart is firmly entrenched in the Fortune 100 CEO and executive suite, where Search has traditionally made its name. There are a few exceptions, but for the most part, lay of the land remains the same despite continued need for consolidation. Ironically, the industry that hyped the "War for Talent," now finds itself in one as veteran partners are staying put instead of taking the risk of losing brand name position established by their firms.

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Dupont: Quote of the year (even though it's early)

http://www.wsj.com/articles/stock-sales-by-dupont-ceo-raise-eyebrows-1423528311?mod=WSJ_hps_sections_management

Following is a quote from a governance expert commenting on recently disclosed stock sales by Dupont CEO Ellen Kullman, which coincided with activist Nelson Peltz's announcement that he and his firm, Trian, were seeking a split of Dupont's main businesses as well as additional board seats. The Dupont board rejected Peltz's board ideas earlier this week.

"It's either dumb luck or dumb bad luck, depending on how you look at it," said Frank Glassner, chief executive of Veritas Executive Compensation Consultants.

The stock sales, which were pre-arranged through a special program, happened last September and occurred nearly on the same day as the material news was reported, according to the Wall Street Journal. The company went to some lengths to say Kullman still owned more than her fair share of shares as if anyone in the general public understands ownership requirements for a CEO.

Here's what they do understand: When something looks bad, and it involves millions of dollars being rewarded to someone who is already making 400x the average employee, then perception is reality. And vice versa. Pay gaps and lack of #transparency# remain hot button issues. Put them together and you have a cauldron.

While the stock sales were not 'egregious' as another analyst put it, the fact that the transaction coincided so closely with material news obviously raised a few feathers.

Some loyal TGR readers will recall Kullman was responsible for the 2013 quote of the year: "We need certainty so we can plan." Looks like she finally earned some certainty. Read more here: http://povblogger.blogspot.com/2012/12/dupont-ceo-quote-of-year-2013.html.

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#Hash Tag -- you're it#

Note: Following was originally distributed as a client letter on February 6, 2015.

 

Dear Clients and Colleagues:

 

Did you know that more than half of the ads in the most watched, highest socially engaged Super Bowl earlier this week contained a hash tag? If you ask, “What’s a hash tag do?” then you’re behind the curve. If you don't care then you're somewhere in the safe middle. Good news is a potential antidote for media saturation follows should you choose to keep reading.

 

Social media is now a fully developed norm despite generational gaps that are closing pretty quickly. While some continue to compartmentalize lives on Facebook, a majority of business professionals have either used LinkedIn or have instructed someone else to improve their profile and add connections to get a better job. Twitter, a micro-blogging service, gets credit for inventing hash tags, which are generally tag lines set apart by hashes or number signs to describe something product-driven happening in real time. For an easy reference guide, turn on any network show in prime time and look down in the right hand corner of the screen for the tag otherwise known as Hash.

 

Here are three appropriately tagged issues that are going to define 2015 from (a leadership) POV:

 

#Transparency# is the most vexing issue facing leaders of major companies and institutions today. In another five years, whether information is conveyed freely, voluntarily and without hesitation will define brand reputations. Private is now public, and the reverse also is sometimes true. This issue can be complex, controversial and challenging to old legacy and new brands alike. Consider the NFL, Sony Corp. and Uber for recent examples. Transparency has a darker side, too, as evidenced by brutal tactics employed by terrorists.

 

#Authenticity# drives transparency. The opposite of authentic is phony. Space between these two points can create a challenging chasm at times, particularly when crises hit. To re-define an old saying -- you know leadership when you see it – authentic is self evident as long as you’re looking for the right cues. Great example: Chris Kyle played brilliantly by Bradley Cooper in "American Sniper."

 

#Selflessness# is defined as being able to set aside self-interest long enough to listen to, help and serve the needs of others. Selfless leaders are in short supply and on limited display, which may be intentional. Truett Cathy, the late founder of Chick-fil-A, is difficult to beat for an example of great selfless leadership. Pope Francis is another selfless leader. There are no brand name examples in current domestic political circles -- or at least none that leap to mind. Serve or be served will define #selflessness#.

 

Look forward to hearing your views on these topics and more -- either on-line or off line. More on these tags in the previously mentioned social networks. No Instagram or YouTube yet so you're safe for now. Exhale,

 

JG

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 

DHR and CT Partners: Search Dwarfs in Alley Fight

When you're supposed to be the "highly esteemed, trusted advisor" to major companies and their boards, nothing is more unseemly than when bad hubris breaks out over your own business practices.

Unfortunately, this is the case with this week's reported hostile bid being made by DHR International to acquire CT Partners in a cash offer of $60 million, according to the New York Post's Kevin Dugan. See latest cycle here: http://nypost.com/2015/02/05/troubled-ctpartners-gets-takeover-bid-from-rival-recruiter/.

Neither Search firm is worth that much, nor do they even add up to a fraction of the top ranked firms, but that's beside the point. Hostile bids impact prices in ways that are completely irrational, which in this case, could also now describe the transaction's tone.

Deals are as much about ego and personality as numbers with the latest example raising the truth of that statement almost as quickly as a market index.

Consider this choice excerpt from the previously linked story: 'Obviously, we don't have a high opinion of Brian as an executive or as a person,' David Hoffmann, chairman of DHR, told the Post. 'Yeah, we think a big part of the problem is him.' 

(Side note: According to DHR's web site, Hoffmann's son, Geoff, the firm's CEO, appeared earlier today on CNBC and Bloomberg to discuss "hot jobs in the CEO suite." http://www.dhrinternational.com/about/news-media/what-are-hottest-jobs-c-suite-executives.)

Now, back to Dad for a minute. Why would anyone in a leadership capacity say something that personally disparaging in a public statement that risks legal suit? Especially when they're the ones who are trying to acquire the other firm? That's not leverage. Hostile or not, lawyers or no lawyers, this lack of decorum leaves a lot to be desired. Each side needs to work through the process professionally and with discretion. Set the personal aside even if the accusations may turn out to be true from your own point of view.

No matter what these players think is at stake, there's something larger here that needs to be observed. If you need help figuring out what that is, then chances are it's a good time to take a step back yourself. Transactions at all costs rarely add up to anything resembling long-term value.

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Say that again a different way

Note: This originally appeared as a client e-letter.

December 23, 2014

Dear Clients and Colleagues:

The subject line that you just read was a request made during a meeting in late November. It wasn't coincidence that the request came from one of my most admired figures. After putting the words to the test both through my own usage and discussion with others, here are some short burst takeaways that may be worth application in your world:

1.) First, note the language. This person didn't say, "Give me an example," or "Sorry, could you restate what you just said?" He said, "say that again -- a different way." The command was refreshing during a time of over-pleasing, equivocation and political correctness. It's almost as if we have forgotten how to speak to each other without watering down substance out of fear that someone may misinterpret what's being said. Or worse yet expose publicly. Perish the thought! Everything is public now in case you haven't noticed.

2.) When you read the statement, "say that again, a different way" aloud, does it convict you to respond differently without pausing? Of course not. It takes all of us a minute to collect our thoughts. During my experience with this command, no matter how a response was rephrased, it fell short in my mind and heart. What this rhetorical device does require is being able to think on your feet, which in this case, were literally dangling underneath the chair.

3.) Last point from a leadership point of view. Are you willing to answer the same question directly with conviction without equivocation? The easiest way to lose credibility is to repeat the same response when given this command so don't do that. Practice makes perfect here. No better time to try than during the holiday season, a natural time of reflection. Try it out on your children, or for those who would prefer a non-verbal response, your dog or family pet.

Thanks for your support this year, and to all those still reading and stirring, may you have a good night and great holiday season. Merry Christmas,

JG

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

Short Bursts (SBs) on Leadership

Note: The following content was originally distributed as an e-letter on October 1, 2015.


Dear Clients and Colleagues:

Welcome to a new e-letter format called Short Bursts (SBs.) These have been used in client-specific situations but now are evolving into wider use. Largely because the world seems to be increasing at such breakneck speed that very few are willing to take the time to go deeper. Or at least that's what it feels like these days.

A recent prospect, who by the way thankfully did not become a client, commented on a proposed 30-day service period: "30 days? That's hecka of a long time in business. Whole world could be different in 30 days." You are correct, Sir. But how you adapt and change based on what you think you need will not move that quickly, I assure you. Onto the bursts, rat-a-tat-tat:

As a business leader, are you striking the proper balance between off- and on-line engagement? Note the word 'discussion' was not inserted in place of engagement. For purposes of this letter, it will be assumed that you know when in-person conversation is essential. Hint: It's generally when the situation is sensitive and involves human dynamics, such as health, hiring/firing, performance issues and/or other hot emotional buttons. Remember the great ones always return calls, or in this day and age, emails. Differences are made one person at a time, not en masse.

Do you talk to others or at others? No one is immune to this question, including yours truly who struggles at times. Especially over the phone when there's only about 30 seconds to get your point across if you're lucky. The hyper-wired, attention deficit disorder, multi-tasking age aside, the only way to strike balance seems to be equipped to ask good questions. Then just shut up and listen, which is a little difficult for some. Someone asked me to "get a pen and paper" recently, and I almost fell out of my chair. Great reminders all around.

Do you know the difference between acting in public vs. being in private? Admittedly the lines are beginning to blur. It never ceases to amaze, however, at how so few aspiring leaders take the time to understand these dynamics. Start with the basics by offering a stranger a pleasant "hello," on the street. After staring into some jacked up eyes disguised in suits recently in New York and D.C., the world could use a little more publicly inclined leadership. Someone once said that what you do when no one is watching defines character. Times are a changin.' Someone is always watching.

Does the job define you or do you define the job? Age-old question. But it's not meant to be chicken and egg. Presidents going all the way back through Roosevelt have struggled with this question often at their peril. Latest example in the business ranks that no one seems too curious about yet: Who is the new Home Depot CEO (internal choice following long-time office holder, Frank Blake who leaves role Nov. 1st according to original cycle) and how does he plan on dealing with the company's recent record-breaking security breach? Nameless, faceless leadership usually translates into the job defining you, not the other way around. Tough to strike balance for sure; perhaps impossible the higher you go in the food chain.

If none of these bursts grab your attention, consider some vision stretching from the one and only Kermit the Frog who recently shared some great stuff with "CBS This Morning."

Kermit said if you're going to dream or have a dream don't forget to share it with others so they can help make it come true.

The last piece of wisdom was the best: Remember to spend some time in the big picture. Who knows? One day you might even be in one. Kermit should know, right?

Happy leading. Look forward to hearing feedback on how you are doing with your own set.

Best,

JG

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

Three truths, one season

Note: Following is a client letter originally distributed via email on June 30th.

Dear Clients and Colleagues:

Monthly letters normally attempt to dive into a single issue arising out of chosen practice areas. This month's version is going to be a little more "surfacey" yet ripe with opportunities to travel deeper should you choose to do so on your own time. Of course you can opt out by deleting right now, which may be the whole magic of email.

First truth comes from a client presentation made last year at a business school. The general subject was competition, a red meat topic if there ever was one for aspiring MBAers. The quote can actually be attributed to former Ohio State football coach, Paul Brown, who later became the Cleveland Browns namesake:

"When you win, say little. When you lose, say less."

Talk about a truth that's gone straight out the door in our hyper-media, grace challenged world. This quote has been following yours truly around since February so consider it now fully shared. If you're not winning or losing then keep reading.

The second truth comes from a Lenten handbook date marked Wed., April 16th. It builds off a biblical passage, Hebrews 12:1-3. Rosabeth Moss Kanter once observed that "Change is hardest in the middle...Everything looks like a failure in the middle...Everyone loves inspiring beginnings and happy endings; it is just the middles that involve hard work." Thankless, mundane drudgery might be closer to the point. If you find yourself identifying with this stage then take comfort in the fact that it won't last forever. Something will move things out of the middle. That's not to say you will automatically move forward.

The last truth is a doozy -- you've been warned -- and probably could use better perspective than what this shortened format will allow. Check out now or forever be enlightened.

Following is a passage from the philosopher, Pascal, on human nature. The source of this leave behind can be traced directly to Ken Boa and his December 2013 letter. The passage has been highlighted since then and am sharing it now for the eminently qualified thinkers among you (hint: Not me.)

"Man is but a reed, the most feeble thing in nature; but he is a thinking reed. The entire universe need not arm itself to crush him. A vapor, a drop of water, suffices to kill him. But, if the universe were to crush him, man would still be more noble than that which killed him, because he knows that he dies and the advantage which the universe has over him; the universe knows nothing of this." ("Pensees," p. 347.)

Now you probably don't want to scare anyone around the campfire this summer with this last one. But the message is worth considering -- as are all three in your own leadership contexts.

Enjoy the Summer,

JG

Recruiting conferences: Where's the value?

From March Madness to April Fool's to Spring recruiting industry conferences. The new season has brought forth several forums -- all with different focuses and market segments. This post's goal is raise the value question, or more specifically: What value exists in conferences and how can that value be more readily transferred so others can gain better access? (Note: Two of the three bolded terms in the last sentence are leadership responsibilities.)

 

First, conferences remain proven direct marketing channels for product and service vendors to promote their offerings -- or "hawk their wares" to use an ancient phrase. Some turn out to be more valuable than others. For example, a young upstart all the way back in 2008 named LinkedIn dominated the landscape at what's now known as Recruiting Trends, a conference with roots tracing back 40 years to Kennedy Information. Linkedin originally established presence by sheer willpower and visibility. Banners were everywhere, kiosks were large and free logo t-shirts were abundant. After all that's what worked back before the economy fully collapsed.

Fast forward to today, the hyper-connected social media age when fewer spend the time or money to attend conferences for a host of reasons, including lack of perceived value. It's a different formula now, one that must combine the best of the off line world with effective digital engagement to sustain interest. Or as the head of a D.C.-based advocacy group says, "you better have something that no one can get elsewhere if you want to get people in the same room for two days." True that. Advantage goes back to the market leaders, such as LinkedIn, which now sponsors their own conferences that attract more than 3,000 attendees, according to a regular presenter. That's not bad for a group that used to beg people to join their network.

Dipping down to the individual or company attendee level, it's difficult to argue with the fact that conferences represent networking value. Access remains an issue, and it's not clear whether organizers are fully committed to connecting buyers and sellers vs. simply getting attendees to show up to confirm registeration. Presenters, such as long-time recruiter Lou Adler and Fortune Magazine's Geoff Colvin, enjoy an advantage via captive audiences despite the fact attention spans are split three different ways 'til Sunday.

While selling and promoting at conferences are obvious value points, the other side of the equation, professional development, often gets shorter shrift. The reasons why are numerous. As an independent executive recruiter puts it, there's always been a "big difference between building the business vs. building the profession." Granted that's a little high and mighty, yet it's important distinction that few seem willing to balance anymore. Professional development as investment has fallen completely out of the picture. Some industry organizations with a bent toward the executive level have tried to address this issue, such as the Association of Executive Search Consultants (AESC) that recently held their annual conference in New York: https://members.aesc.org/eweb/DynamicPage.aspx?webcode=EventInfo&Reg_evt_key=b51ca1b3-b4ea-43d2-a322-02d0d6d57699&RegPath=EventRegFees. Another group with aspirations is a U.K.-based outfit called search-consult.com, which will hold their version in Miami next month: http://events.search-consult.com/agenda2.aspx?evt=51&past=not.

But that's only one slice of the recruiting market. The fact remains that very few top performers put any stock in attending venues that only speak to themselves. The need for clearer industry standards and certification continues to remain unmet. Until an organized, credible group impacts this missing dynamic, it's difficult to see the value equation changing. That's not to say it can't be done. After all it only took LinkedIn six years to become a conference market leader. The first group who can combine commercial interests with professional development that makes a difference may be onto the next big AND valuable thing.

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Disclosure: Based on previous participation, TGR was invited to attend "Recruiting Trends," which was held this week in Alexandria, Va.

Leadership as performance art

Note: This originally appeared as a client and colleague e-letter.

March 28, 2014


Dear Clients and Colleagues:

With new seasons come new inspirations. Or at least that's the hope. This year's winter weather has been enough to make anyone want to flip the switch on more daylight.

One of the joys of constantly searching for better narrative is when someone you've known for a long time brings a fresh unexpected perspective. This person recently sat down over coffee to extol the value of performance art as a differentiator in leadership. Performance art? Really? What do you mean?

Well, for starters, it's knowing when it's time to perform and knowing when it's time not to, which usually involves active listening. In this friend's words, "how to work the room" vs. when not to. This is fast becoming a dying art in leadership circles as more rise from financial ranks and other places that value tangible competency over the often intangible ability to connect to the occasion. We throw around the term, "authentic" so much now that's getting harder to discern who is and who isn't. Twitter doesn't seem to help with this endeavor. Capacity for performance art is having informed awareness both of who you are vs. who you are not and why you're present in a situation in the first place. It does not mean peforming only to gain an unseen advantage as some who think they should already be CEO often do.

The next step is understanding what the actual performance requires and being prepared for that moment enough to the point where balance is struck vs. going too far to the extreme of performance for performance sake. How many times have you sat through long winded speeches that try to find a point of view without ever doing so? Questions that make the points are always effective tools, but mastering that skill requires curiosity, another fading factor in the equation.

Back to my friend who has worked in several different Fortune 500 companies all with different sets of leadership. The leader who performed the best turned out to be the one who presented the strongest capacity for relationship, trust and access when it mattered the most (read this last part carefully, always being accessible isn't the same thing as access.) This CEO's story also was original without the need for fabrication and included being passed over for a major job prior to filling the role that would prove to be his crowning achievement. Granted it doesn't always work out that way, but this example provided pause.

Here is the inspiring part. My friend felt so strongly about the leader's influence that he wrote to him when his son graduated from high school, thanking his former boss for helping make it possible through jobs that compensated well enough to fund the kid's college education. In an age when it's easy to criticize and judge leaders, this story proved to be quite refreshing. There are countless others out there where individuals are making a big difference in the lives of those who work tirelessly for them. Gratitude is truly a two-way street even long after the transaction, which in this case, was a long-term job.

This is the lost story of leadership. Those leaders willing to make difference, be in relationship and fully invested in people will always rise to the occasion; the ones who don't won't because they can't get out of their own way. Or least that's my belief. Something tells me when that belief goes away yours truly will follow suit.

Happy Spring and thanks for reading. My perennial hope is that the messages contained here help make a difference with what you may be facing. All the best,

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

Five steps to look like a leader

Full disclosure: TGR has never, repeat never, addressed the subject of executive dress. Image is not a hot button -- at least not from the point of view of personal dress and hygiene. While our look can always be updated, we wear decent threads, nice dress shoes and always will remain clean cut until it's no longer in fashion to do so in executive leadership circles. That could be a good long while from now.

Having said all that, there does come a time when it's necessary to review proper guidelines. Especially now in the age of constantly changing dress codes, such as business casual, dressy casual, cocktail casual and simply, casual. It's not hard to envision when specific requests will be made to dress nicely, which means socks for men in dress shoes and no chewing gum in church.

Anyone still reading would be well suited (pun intended) to tune into the following webinar, which was originally hosted by SpeechWorks/Asher Communications in Atlanta. Fashionista Lori Wynne of Fashion with Flair gave a comprehensive outline of the five ingredients to looking like a leader. It's good stuff even for the sharpest dressed man who may need a reminder or two. See the following link for the hour-long webinar: http://www.youtube.com/watch?v=8Li8pjKsFnY&feature=youtu.be. When asked name someone with a great executive look, Wynne cited former presidential nominee, Mitt Romney, which explains this photo image lifted with credit from at least 500 on Google:



Photo courtesy of ginga.org

The most apt analogy in business circles when it comes to proper dress may be the old house sale image of a gutter hanging off the side of a house. That may not prevent an interested buyer from moving further into the process, but it sure does represent an eyesore that could prevent a successful negotiation. Same goes for not following proper dress or hygiene standards. Old school branding lessons aside, anything that doesn't seem right or sticks out based on the occasion probably isn't right. Adjust accordingly.

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