#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.

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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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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.

# # #

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.

# # #

#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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