Archive for Leadership
August 5, 2010 at 8:23 am · Filed under Leadership, America, Workplace, Australia
I met a former boss of mine for lunch yesterday. He’s originally Australian but lives in New York, and I reported to him when I was in Hong Kong (confused yet?). It was great to spend time and hear what’s happened in the ensuing 10 years since we worked together.
Over the years he’s had a plethora of titles - Vice President, Senior Vice President, Executive Vice President, CEO, Chairman of the Board. Clearly he’s been a success.
Yet as the business card holder was filled and refilled again and again by increasingly posh cards with weightier titles, the glamour of the card began to fade. When he approached retirement he quipped to his wife that he’s had every title known to man - spare one.
Today as a retiree he carries a card with the title, “Chief Tribal Warlord.” To those who had the good fortune to work for the man, he’s not that fierce (unless you missed your margin for a month!).
When I did run the business in Hong Kong one man had been with the business forever. In his latter years he wondered who no one had the title “Queen of the Nile” anymore. Can you guess what the brass plaque presented for his birthday read?
I also did an assignment for one of the smaller European nations. The Prince visited and as a thank you gave me platinum cufflinks that featured the royal seal. We had to address him as “His Most Serene Highness.” Yet he was much like any other businessman.
Corporations run amok with grandiose titles. What are the more extreme you’ve seen? And if you could have any title on your card, what would it be? Twitter away and use the hashtag #mytitle.
July 22, 2010 at 9:37 am · Filed under Leadership, Australia
Australia is in full election mode. Prime Minister Julia Gillard called the poll for 21 August just last Saturday. Now the airwaves are full of bickering leaders and freshly-kissed babies. If we need more serious content, we can watch PM hopeful Tony Abbott judge talent competitions on Channel Nine. Apparently songstress Kylie Minogue got through, but dogs dancing in tutus got the gong.
This is the stuff of which nations are built.
To help us better understand the policies of each leader, one national debate has been called for this Sunday evening. Then we’ll hear the promises and policies of the Labor and Liberal leaders. Gillard’s promise to clamp down on population growth goes head-to-head with Tony Abbot’s call for billions of dollars of savings. Finally - substance!
Yet before we rush to embrace this vision of democracy in action, there’s been a fly in the soup. A real big, popular, crowd-pleasing fly in the soup.
Channel Ten is now home to one of the highest ranked shows in television history. “Master Chef” is a reality competition program where aspiring cooks compete for the ultimate prize - adoration from millions of strangers and gushing acceptance on broadcast television. (Amazingly in a USA survey, high school students were asked how they would fund their retirement - 50% said with the winnings of a reality TV show.)
But here’s the conundrum. “Master Chef” is on at 7:30 pm and that’s the time the debate was scheduled. What to do? National politics and the future of Australia, or the conclusion of a cook-off?
To satisfy the national appetite, the debate time has been changed. So now we can have our debate and eat it too.
In the last two thousand years so much has changed, and yet so little. Saturday I watched “Gladiator” again and am reminded of the Roman senator’s comments as Russell Crowe prepared for a nation-winning battle:
“I think he knows what Rome is. Rome is the mob. Conjure magic for them and they’ll be distracted. Take away their freedom and still they’ll roar. The beating heart of Rome is not the marble of the senate, it’s the sand of the coliseum. He’ll bring them death - and they will love him for it.” - The Gladiator
In two thousand years what’s changed? Perhaps now it isn’t “bring them death” but instead “bring them death by chocolate.”
July 2, 2010 at 9:46 am · Filed under Leadership, Australia
In Australia we get to change Prime Ministers when we want. It’s a rejuvenating experience - much like dropping weight or buying a new outfit. Out with the old! In with the new!
And if a week is a long time in politics, eight days is surely longer.
Just that many days ago a leadership spill saw Prime Minister Kevin Rudd shuffled from the top job to the very last row in Parliament. His new seat - in restaurant terms - is jammed between the kitchen and the toilets.
The night before I was in Canberra and checked into my hotel late at night - just as Kevin came to the lectern to defiantly announce he was proud of his achievements and would defend his role. That very night Julia Gillard was caught in the hallway by the media flock. With ashen face she said she would be contesting the leadership in the morning. It was a terrible image - pale, unhappy, caught in the cross-hairs.
Now we have a new Prime Minister - and the central issue that brought down Kevin Rudd has been successfully resolved. The front page of The Australian shows Gillard striding with immense confidence.
From a media relations perspective, this is another example of how reporters, editors, layout artists and photo editors work to present a holistic story. There’s no confusing the message here - Julia is on top of in Australia!
May 20, 2010 at 2:07 pm · Filed under Leadership, America, Issues Management
I’m tough on myself. There’s a lot I don’t like. I’m too broad around the midsection and my forehead has some permanent wrinkles already. (And no, it’s not due to constant surprises!) Then I look back and think there’s more I’d like to change. Perhaps a different alma mater? Higher GPA in high school?
Too bad I never met US Senate-hopeful Richard Blumenthal.
This wanna-be elected official in Connecticut seems to have fabricated portions of his career. Here’s a great video taken in 2008 – look for the catchphrase, “…from the days I served in Vietnam…”
Seems reasonable, no? Problem is all of his experience was States-side following a record five deferments.
So. One lie. Is that all?
As investigators pour over Dick’s record (why is it always a politician named Dick?), more anomalies appear. He says he was captain of the Harvard Swim Team. Now that might have been plausible if Blumenthal actually was on the team. Seems Dick wasn’t on the team he purported to captain. Oops.
In the face of mounting evidence and criticism, Richard Blumenthal has wedged himself into the corner of denial, stonewalling and obfuscation (”Here’s a video link where I accurately cite my Vietnam experience”).
So now I think. If I could re-make myself a la Blumenthal, what might I change? Maybe I won the Bermuda’s Cup in 1982. Perhaps I was founder of a major national charity that helps homeless youth. Or could I have been considered as the first non-scientific crew member of the Atlantis Space Shuttle.
No matter what I’ll have lost four inches off my waist and restored my smooth forehead. That’s my mimunum entry point for re-fabricating myself a la Blumenthal.
Dick. Is that you?
August 24, 2009 at 3:30 pm · Filed under Leadership
The 2009 Trust Survey was issued by the embattled Readers Digest magazine (under bankruptcy protection in America but still powering on in Australia). In it we see a continuation of an old theme. We the people of Australia place at the top of our “most trustworthy” list people in emergency services and medical professions:
- Ambulance officers
- Firefighters
- Nurses
- Pilots
- Pharmacists
- Doctors
- Veterinarians
Teachers round out the Top Ten. It isn’t until you hit #20 that a suit and tie is seen (or wig and gown) – as Judges hold that spot.
If you keep dropping further down the list of the Most Trusted Professions you see Hairdressers (#22) and Domestic Cleaners (#25).
Pop Quiz: Who is more trusted than a mechanic (#29) and less trusted than a bartender (#27)? That would be a Financial Planner (#28)!
I have a natural curiosity for the morbid – so of course I immediately honed in on the bottom of the list. Telemarketers (#40), car salesmen (#39) and politicians (#38) are at the bottom.
But bumping near the bottom of the list is the ignoble CEO (#34). They are squeezed between professional footballers (#33) and sex workers (#35). (Apologies I searched for a better verb than squeezed but couldn’t find it.)
Considering we’ve lost professional footballers to excessive drink, domestic assault, drug abuse and accusations of gang rape it’s odd to see them listed as more trustworthy than a CEO.
It shows the depths businesses have sunk to – and the fact it will take a long, long time for CEOs to climb the rungs. While they may never be as trusted as a farmer (#9) perhaps they can aim for chefs (#21). After all, foul-mouthed celebrity chef Gordon Ramsay may make it easier for the CEOs of Australia to unite and re-build their reputations.
Let’s just hope the sex workers don’t beat them to it…
March 20, 2009 at 8:16 am · Filed under Leadership, Social Media
Earlier in the week I posted about a bad shopping experience at David Jones. Maybe the post lost something in the writing - it attracted the ire of one person (see comments).
After leaving the store I filled in a web complaint form and was pleasantly surprised to receive a gracious reply:
Dear Mr Jennings,
Thank you for contacting David Jones. Firstly, please allow me to apologise for any disappointment or frustration caused to you when shopping in the Foodhall of our Market Street store recently.
I can offer no excuse for the series of events that have occurred. Your requests were simple and consequently our staff should have had the knowledge of all current promotions and the skills to be able to fulfil your needs with no difficulty.
I apologise that we have let both yourself and David Jones down in the way in which we handled your shopping experience.
I can assure you that we take all feedback seriously, and have forwarded your feedback on to the Store Manager and Foodhall Manager of our Market Street store to follow up with our frontline staff. As a result we have agreed with the Management Team on the following actions:
1. Review the communication of promotions to our frontline staff
2. Reiterate to supervisors their ability to deal with situations
professionally and promptly so as not to disenfranchise our customers
Once again, thank you for taking the time to provide us with your feedback as your comments will enable us to improve our service in areas where it does not meet our standards. I do hope you will allow us the opportunity to welcome you in our store in the future.
Kind Regards
(name withheld by blogger)
Customer Service Specialist
That was a great response - thanks, David Jones.
Then this morning I arrived at work to find two boxes of chocolates in a David Jones bag with a trademark purple ribbon. The ‘Store Customer Service Manager’ also read the complaint - and probably the posting - and apologised for the poor service and response.
Companies understand that a disenfranchised consumer is a powerful anti-marketing device. And maybe it’s due to the public posting of the poor experience that warranted the chocolates. I am thankful David Jones treated the single issue seriously but feel uncomfortable accepting a gift of “thanks”. On my walk home I pass the Red Cross blood collection centre. I’ll drop in the chocolates. No doubt donors require a shot of sugar after giving blood.
And I’ll make sure they know they come from David Jones.
February 26, 2009 at 11:13 am · Filed under Leadership, Issues Management, Australia
One of Australia’s most contentious CEOs is leaving at the end of June. Sol Trujillo has been in charge of Telstra for the past four years. (Telstra is the former government monopoly telecommunications giant that now must face a competitive world post-privatisation.)
Australians love to hate Telstra - it’s part of the national identity. Yet additional venom has been reserved for CEO Sol Trujillo. In turn he’s alientated government, the media, the public, customers, unions and shareholders. You have to admit he’s been quite thorough.
Before he even took the job or started as CEO Trujillo had several factors working against him. Telstra has offered decades of shoddy service at exorbitant prices. When I first moved to Australia in 1990 it was common to have one call to the USA costing over $100. Today a $100 phone card can keep you in touch for two or three years! Repairs were slow and new installations were slower. Hence - we love to hate Telstra!
Second factor working against Trujillo? Sin of all sins - he’s American. And Americans are universally idolised and despised in Australia (or is it just me?). We’re loud, brash, know-it-alls. We wear sneakers with khakis and shout when talking would do. We’re ignorant of the world and its customs (”Look at the funny Australian money!”). And when we succeed we don’t fade into the wallpaper and share the credit - we thump our chests and say, “Damn right!” Ain’t that awful?
Last year Sol was found to be less trustworthy than…the Wiggles. For real!
But the king pin reason for the “I Hate Sol”club is his approach to government relations and business. He rallied against restrictive government policies that would have forced Telstra to provide competitors discounted access to trunk lines. He fought to retain market share. And he made it difficult for government to take Telstra for granted.
But (and this is a BIG but) Sol did so in a very public manner. He and his team aired their grievances in the media, on-line and in public. It was reminiscent of Karl Rove where “divide to conquer” approaches split red states from blue states, brother from brother. The “in your face” style of issues management was very out of place in Australia and very controversial.
So farewell Sol. And as for the replacement CEO? Get ready. Because you’re replacing Sol people will love you - but only a little. After all, you’re at Telstra. (That is unless you’re a Wiggle!)
February 3, 2009 at 9:28 am · Filed under Leadership, Issues Management
Last Monday companies in America announced 70,000 job cuts. That was one day alone. In the USA unemployment tops 10% in numerous states and the national average is inching up daily (especially on Mondays, right?). Nearly every company worldwide is looking to make cost cuts - and most times that involves letting people go. Yet too often it’s handled poorly leading to longer-term problems. Remaining employees are demotivated, restless and scared - “survivor’s guilt” mixed with “am I next” pangs.
So if you’re preparing to shed jobs, here are a few rules to consider:
- Be Prepared
Works as the official motto of the Boy Scouts - so it might work for you. Spend time planning the TOTAL cutbacks and then go to your employees. There is nothing worse than “death by a thousand cuts”. Do what you have to do and be done with it. But don’t re-start the sackings a month later. It’s bad planning and even worse management.Also remember all the audiences these employees deal with on a daily basis. Will you have the resources to contact key clients? What about supplier relationships? What critical knowledge needs to be transferred - and how will you manage all your external relationships with a pared-back workforce?
- Tell It Like It Is
We’re all adults (mostly). We can handle the bad news. (”Your puppy ran away” may have worked when you were a kid but if the dog is dead tell us the dog is dead.) Explain why the cutbacks are necessary and what it means for the remaining employees. Some will see an increase in workload. Try to motivate the remaining employees to help keep the company viable. McKinsey points out that employees can accept bad news better when they understand the underlying business strategy. Treat us like grown-ups and explain why this is necessary.
- Treat Everyone With Dignity and Respect
Fired employees are people, too. Just because they’re superfluous to your business doesn’t mean they’re worthless. People will be in shock when you break the news. Make sure you keep the messages simple - and have on paper all your key points. Most questions centre on the mundane - entitlement pay-outs, long service leave, company car access, etc. But being prepared with these details will eliminate the majority of the trauma. And manage their emotions. They are likely to be in shock (followed by anger).Try to avoid patronising language (”I know how hard this is for you” sounds hollow if you get to keep your job). This is not about you or the company. When you’re talking to people who are losing their job keep the focus on them, their needs, their next steps, etc.
- Tell It Again (And Again)
Saying it once is just the start. People need messages to be repeated again and again. We’re currently managing communications for a company under Voluntary Administration. Yet despite letters, web updates, emails, meetings and the like every day someone calls trying to understand the basics. Why are they closed? What’s this mean to me? I reckon people begin to understand the third or fourth time they’ve heard a message - that’s why advertising is effective when repeated. Don’t “launch and leave” - make sure you tell it again and again.
- Be Prepared for the Unexpected
No matter how much advance planning, there’s always a surprise. When letting go 300 stockbrokers in Hong Kong for a client, the people who were to be told first in an 8:00 am meeting found their computer access cut off the morning they showed up for work. HR told IT and all PCs were cut off. Those arriving for the 8:00 am meeting were already aware - and angry. A healthcare company in New Jersey I had as a client was working to close a plant. Employees learned the day prior when electricity to certain areas of the plant was cut. Again, a supervisor took remedial action to cut costs.
None of these lessons is foolproof. There will still be slip-ups and surprises. However doing the hard planning in advance and preparing your materials will save a lot of pain and embarrassment - for you, your employees and your former employees.
December 10, 2008 at 2:00 pm · Filed under Leadership, Issues Management
Heard over breakfast that a friend’s husband was retrenched last month along with 60 other workers in a Sydney finance company. Seems on his daytime walks along Bondi Beach he sees quite a few people he knows - most fellow finance professionals, now out of work.
The global economic crisis is biting hard.
According to The Sydney Morning Herald the finance sector has been hit hardest:
All up, the FSU [Finance Sector Union] estimates there have been almost 5000 jobs lost in the finance industry since the start of the year, most of them in Sydney. Surprisingly, it appears even this may be an understatement. The chief economist at JPMorgan, Stephen Walters, puts the losses at closer to 19,000, based on company briefings to analysts and media reports.
Unemployment hits hard especially when you’re the primary breadwinner. There’s a shame that comes from losing an important element of your identity. I remember the first time someone asked me what I did after being retrenched a few years ago. I replied, “Nothing.” It was more of a surprise to actually say that!
So the advice? Seek out others and talk. Raise your fears, concerns, anger - and strategies for re-employment. Bottling up rage and shame is a mistake. If you don’t become a miserable SOB immediately within months you’ll be clinically depressed.
And enjoy yourself when you walk the beach. Because you will be employed again and you’ll not have the daytime to enjoy the sand between your toes.
December 3, 2008 at 10:08 am · Filed under Leadership, America
CEOs of General Motors and Ford Motor Company drive to Washington DC today, cap in hand, asking for billions of taxpayers dollars. (After their embarrassing trip last month in private jets, this time Wagoner and Mullaly will be in hybrid vehicle convoys driving 15 hours each way.)
As part of their rescue plans both CEOs offer to forgo salaries and will be paid $1 each for their work.
Back in 2001 Ford announced a five year revitalisation plan. William Clay Ford took over as CEO from Jac Nasser and boldly agreed to forego salary. He took $1 per year long with options - vowing to do well as a rebound in stock would reward him amply.
Flash forward seven years and today’s CEO is proposing the same pay package. Only now the equity prices for General Motors and Ford have cratered.
CEO compensation is a hot topic - and shareholders will gladly reward pay for performance. Yet taking no pay and not performing isn’t a solution either. Slashing pay to a symbolic $1 is a public relations stunt - it grabs headlines but has no merit.
Instead I propose Wagoner and Mullaly quadruple their present salaries and challenge themselves to achieving greater results. If not then they can take their walking papers - and their money- and fly a private jet elsewhere.
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