Quote of the Day

''I used to be somebody.  Now I'm someone else."

 -- Jeff Bridges in Crazy Heart

Jobs and Economic Outlook for Texas -- Houston Chronicle interview

I did an interview yesterday with L.M. Sixel, a business reporter for the Houston Chronicle, on revised unemployment statistics and the outlook for jobs in Texas.

Here is the link to the story. 

General Motors -- Going Outside the Company for Top Talent

I've been quoted in an article in Human Resource Executive Online on the shake-up in leadership at General Motors.  Why should companies go outside the company for a new CEO, rather than promoting from within?

In the case of GM, it's the ultimate Change-in-Control -- with government intervention, a bankruptcy filing, public scrutiny and new independent Directors impatient with the lack of progress and improvement.

Note the fast-paced crescendo of massive change: 

• Longtime incumbent chairman and CEO Rick Wagoner resigns at the request of the Obama administration in March 2009.   
• COO Fritz Henderson ascends to the top slot
• GM files for bankruptcy protection on June 1.  
• Edward Whitacre Jr., former chairman and chief executive of AT&T steps into the driver's seat as Chairman of the Board on June 9.   
• The company exits bankruptcy on July 10.  
• Fritz Henderson resigns as CEO on December 1 -- after only five months in the leadership role. 
• Chairman Whitacre becomes interim CEO
• GM reaches outside the company and the auto industry for a new chief financial officer;  announces on December 21, the hiring of Microsoft's Chris Liddell as vice chairman and CFO.
• Whitacre drops interim from his title and assumes CEO role on permanent basis on January 25, 2010
• On March 4, automotive design icon and ultimate ''car guy'' Bob Lutz announces his retirement.   

Is your head spinning yet?  Certainly a mode of shock and awe in Detroit.

In the B.W. era -- Before Whitacre -- doing things the ''the GM way'' was very ingrained in leaders who had never worked anywhere else.  The organization was homegrown and in-grown, in the opinion of many. 

Stakeholders could not wait for improved results. Thus, going outside the company and infusing new talent and "tone at the top'' was the only option.  Continuing the ''promotion from within'' succession plan would only guarantee more of the same.

Ed Whitacre knows how to operate in a company that was highly-regulated, then de-regulated, with union/labor aspects. He scaled it up to a market leadership position in a highly-competitive, chaotic, margin-pressured environment. He's leading and mentoring a younger generation of GM talent that might be ready to break out of the old, outmoded "GM way." 

Throughout its history, GM was able to hire the best and the brightest. Young turks would gain traction and and build momentum for innovation -- only to be squelched by the status quo, in many cases.
 
For a fascinating view on the inside culture of GM and the Detroit auto aristocracy, track down a copy of the book On a Clear Day You Can See General Motors.  It is the story of John Z. DeLorean, a young, hot high-potential on the fast track and how his career derailed in light of too much innovating, media visibility and personal controversy.  It was the book Detroit did not want published -- very explosive and controversial at the time.

Companies are living entities. They are not static. They evolve through various stages of growth with a wide range of competitive challenges. A leadership team must be able to navigate with certainty and surety.

This is very typical in entrepreneurial companies. Often the founder, a visionary/inventor, takes the company to a certain level, and ''tops off'' in terms of ability to move the organization forward. Scaling up to the next level is critical, so going outside for a CEO is the logical path for:

• Revenue experience at the next level. If the company stalls at the $100 million level, finding a CEO who has grown an operation from $50 to $500 milion would be a good target. The VC-backed high-tech business model typically called for an infusion of ''professional management'' at the top when the founder/entrepreneur had reached his/her limit of mastery in company size, operational complexity, etc.
• Process improvement and best practices. A strong operations leader can deliver consistency and perhaps pick off ''low hanging fruit'' -- obvious areas for improved efficience -- without disturbing the culture.
• Industry knowledge and experience to match new customer opportunities. If the business evolves and new opportunities arise, a new CEO from that sector can bring credibility, relationships and product ideas that can deliver big results.
• Leadership in dynastic family organizations when the incumbent generation is ready to step down , but the next generation is not ready to lead. In this case, a CEO or COO can be recruited to lead the company and mentor the younger leaders-in-waiting for a specified period of time. It might be a senior executive seeking one more role before retirement.
• Positioning the company for a future sale -- to a private equity entity or strategic corporate buyer. A new leader can improve the balance sheet, strengthen operational efficiencies, conduct ''bolt on'' acquisitions to strengthen the company and its attractiveness to a potential acquiree. When valuations are low, this is often a step taken in anticipation of a more lucrative liquidity event.

If the CEO has never led through a certain type of turbulence, then that is the time to go outside the organization for the best talent to succeed for all stakeholders in the company.

Quote of the Day

"If we meet any terrorists, I'll text you."

 -- Olivia Williams, as wife of ex-Prime Minister, shunting her bodyguard for private walk on beach with title character in The Ghost Writer

Sally Quinn: The First Social Networker?

Sally Quinn, the journalist, hostess and ''inside the Beltway'' social arbiter, has been skewered by politicos and pundits for her recent Washington Post column in which she shared details of controversy inside her family regarding dueling wedding dates -- of her own making.   She scheduled her son's nuptuals on the same date as her step-granddaughter's and now, apparently, resolved the date conflict. 

She was blasted and critiqued for sharing too much information, using her platform of authorithy as a bully pulpit and denigrating a serious, prestigious news outlet by revealing inappropriate, unpopular information.

Why is this so shocking to people?  Why is everyone suddenly so indignant?

It's the foundation of Quinn's personal and professional brand!

She is quite possibly the first social-networker-of-record -- reporting the juicy back stories of political power in the Style section of the Washington Post, tracing back many Administrations to the days of Richard Nixon and Watergate.  She would attend parties, observe first-hand how cabinet members and elected officials behaved in private, then report her findings in the newspaper.  It was, at the time, certainly a circulation booster and buzz phenomenon for the WP.

Quinn has lived her life in the epicenter of military, media and political power -- replete with bold-faced names and amplification via the news megaphone and gossip grapevine.  She has dished in print, television, radio and on-line.  Love her or loathe her, you have to hand it to her.  She's always good copy.   

Former Secretary of State and globetrotting peace negotiator Henry Kissinger said of her "[Post reporter] Maxine Cheshire makes you want to commit murder. Sally Quinn makes you want to commit suicide."

Years before cable news, TMZ and the 24/7 news cycle of the Internet, Quinn captured what everyone is concerned about in the wake of Facebook, iPhones and digital cameras:  The lack of privacy/secrecy we now universally experience in conducting our daily lives. 

It's messy.  Sometimes awkward.  Always revealing.  Definitely dishy.  And certainly altering the protocol by which people act and perceive others.  Maybe.

Back in the pre-Internet, pre-Quinn days, it was known -- but not reported -- that many public figures  conducted themselves with duplicity, even in the power structure of national politics.  In the book on John Edwards by former political aide Andrew Young, he interviewed various senatorial sources.  One in particular was excerpted in a book review, waxing sentimental about Washington in the early 1960s:

"It used to be civilized. The media [sic] was on our side. We'd get our work done by one o'clock and by two we were at the White House chasing women. We got the job done, and the reporters focused on the issues. . . . It was civilized."

Quite so.

Those days are gone. Not the behavior, necessarily.  But no longer is there a guarantee of confidentiality.  There are too many technologies that lead to leaks, whether deliberate, accidental or "not for attribution.''

I'm not for or against Quinn's position or reporting of family Olympics. But I think the outcry as a result is fascinating. 

And Quinn does have fabulous party tips.  She knows what universally attracts and intrigues.  In her book The Party, she describes a Valentine's Day soiree:

I got somebody to read palms and tell people about their love lives.  Many of the guests were what you might call important and powerful Washington types, but the line for the palmist in the upstairs bedroom, which included the director of the CIA, formed at the bottom of the stairs.  I could just as easily have had a regular dinner party, but it wouldn't have been nearly as much fun.

I borrowed this idea for a New Year's Day open house.   

Try it.  Just Google fortune teller and your local geography.  Have the seer come in costume.  Preferably turban and caftan, of course.  Give a hint in the invitation.  Be sure to budget her for the entire evening, as everyone will want to know in detail what the future will hold.  Prognosis for party success:  Guaranteed.  Your guests will talk about it for years to come.  But you can't repeat it, as it is the element of the unexpected that delights. 

As always, Quinn delivers the buzz!

Tiger Woods: Atonement of the Ultimate "Quant" Guy

Photo Copyright Nancy Keene, 1997

My husband and I witnessed firsthand the ascent of Tiger Woods into global sports superstardom and the velocity of the buzz that it entailed.  It was Monday -- Martin Luther King Day -- during the week of the 1997 Phoenix Open, the beginning of his first full year on the PGA tour.

We were driving from a hotel near the Phoenix convention center to the Scottscale TPC, where we had scored a tee time. 

En route, traffic came to a screeching halt.  We inched along and finally approached the clubhouse.  There was another traffic jam in the parking lot.  Trucks, vans, buses.

We raced into the pro shop and apologized for our lateness.  No problem, we were told.  "We're running an hour behind. We'll start you on the back nine.  Tiger Woods is leading a golf clinic and you'll pass him on the way to your tee box."   Indeed.

We were observing sports history.  It was a huge crowd, demographically and racially diverse.  Young children rapt with interest and attention.  Brothers from the 'hood.  Resort visitors and the PGA gallery set.  The air was E-L-E-C-T-R-I-F-I-E-D!  You could see and feel the magie that was Tiger.  He was tall and handsome with a powerful, but calm presence.  He had the hip Nike look -- a lean, toned, strong athlete.

We were visitors in Tiger's kingdom and thrilled to see the king.  It was an Elvis or Michael Jackson kind of rock star happening.   

By comparison, when we watched Nick Faldo win his third British Open at St. Andrews in 1992, it was exciting, but a more subdued experience.  Faldo had great dignity and presence.  Walking down the fairway, he had the stride of a champion.  But it was more like seeing  former GE chairman Jack Welch or another vaunted CEO in action.  More reserve.  Less rock.

Tiger had an off-the-chart, "hockey stick" trajectory in his pursuit of success.  He broke the barriers and redefined the boundaries -- nailing win after major win.  He was a high-potential star from childhood and proved himself as a high-performance champion as soon as he exploded into the professional arena.   

As an executive recruiter and afficionado of leadership dynamics, I was in awe of the Tiger phenomenon since that day in Arizona.  But I wondered about the psychological impact of such huge and early success.

If you're in your twenties at the threshold of a career that could feasibly span half a century, how do you maintain such a high level  of motivation and desire when you're already nearing the gold standard of major tournament wins?  Once you've outpaced the record-holders, it is just a matter of putting more and more numbers on the board? 

Is it all about the quantitative?   
Hmmmm.

It certainly wasn't competitive ennui that befell Tiger's steep and dramatic downfall, as the story unfolded after the fateful Thanksgiving holiday car crash in his private gated community.  It was far more than a bimbo eruption, the career-damaging dirty laundry dreaded by political handlers.  It was a bimbo tsunami of shocking proportion.   

The technology that amplified Tiger's reputation and celebrity worldwide delivered an equally broad and rapid deployment of breaking news tidbits and salacious gossip items.   And every new alleged female on the scoreboard prompted a full, follow-on seismic wave of more news and repetition of the full story and fallout.  It was a 24-7 repeating news loop.  Pundits and psychologists pondered and analyzed.  How could he have such a high volume and frequency of indiscretions and infidelities?

The answer may be in his genius.  Tiger is the ultimate "quant'' guy.

Think of the hours and repetitions he clocked during a lifetime of practice at the driving range.  How did he perfect and manage his swing and every shot?  How much is enough?  How much is too much?  The mathematical calculations had to be staggering. 

We mourn the human tragedy.  We empathize with his beautiful wife, the mother of his children.  We are shocked and sad to see a hero show a side of himself that is all too human. 

And now we come to the matter of atonement.  There will be judgement, according to the laws of public opinion, which are intriguingly rooted in the religion and rites of the Catholic Church that many of us know. 

Sins and trespasses can be forgiven.  But first, the sinner has to go to Confession.  You have to speak to the priest.  And, here's the hard part.  The priest will speak to you -- in the form of questioning, counsel or a sacramental lecture.  Despite the proliferation of new technologies, you can't do it by email, as the American Catholic website clarifies in an online Q&A section. 

In our media-crazed culture, the ''priest'' might be a news anchor or talk show host.  It could be Oprah or Matt Lauer.  The venue could be a press conference or TV studio.  There has to be an uncomfortable aspect.  Bright studio lights.  Interview questions.  Like the sacrament of confession, it's not designed to be easy.   

The moment of truth is shining on Tiger.  Not surprisingly, he is choosing when and how to confess.  Not quite allowed, by Vatican standards.  In his own controlled environment of the video statement, he forced an awkward participation of his mother and others convened.  They were the ones who looked uncomfortable and they didn't have anything to do with his transgressions. 

Public opinion will continue to weigh in.  A priest would absolve him, but not until assigning a penance.  It would probably be a quantitative thing -- perhaps a roster of rosaries and other prayers. 

Go in peace, Tiger.  But it's going to be a long period of penance.  

Quote of the Day -- A Fresh Start for 2010

"I came here tonight because when you realize you want to spend the rest of your life with somebody, you want the rest of your life to start as soon as possible."

  -- Billy Crystal to Meg Ryan, New Year's Eve, in When Harry Met Sally

Prosecutorial Priorities -- A Litigation Laundry List for 2010

If you want to fill a ballroom with corporate officers and board members, invite the SEC and Department of Justice for breakfast.   

Larry Ranello of PricewaterhouseCoopers and Paul Bessette of GreenbergTraurig led the annual Directors Roundtable outlook on securities enforcement and litigation, featuring a local perspective by Stephen Korotash, associate regional director in the Fort Worth office of the U.S. Securities and Exchange Commission and Alan Buie, assistant U.S.Attorney, Criminal Fraud Section for the Northern District of Texas.

It's a heads up on areas of compliance-related hot spots for the coming year -- a very helpful stay-out-of-jail guide, if you will, for those charged with governance of public companies and investment vehicles, as well as those professionals inside the company in accounting finance and audit roles.  This will not be the year for a CFO to scrimp on a skeleton crew.   

Here are some highlights:

• A new multi-agency initiative has been formed, The President's Corporate Fraud Task Force.  This is the prism through which the federal government will view fraud, with much more cooperation and collaboration of various government agencies.
• Hot buttons for the Department of Justice local federal prosecutors will include scrutiny of financial reporting, SEC filing misrepresentation and close attention to insider trading.
• Electronic media has provided a ''treasure trove'' for the U.S. Attorney's office.  Company emails are quick and easy to obtain -- with evidence neatly laid out and sortable by subject, sender, recipient, date/time.  ''That's where the bodies are buried," declared Buie.  "You can't beat it."
• The SEC, chastened by the failure to note or stop Bernie Madoff's high-end ponzi scheme is poised to come roaring back, prompted by an internal re-organization and the aggressive leadership of Robert Khuzami, former chief of the securities fraud unit at the U.S. attorney’s office in Manhattan, as the new head of the Enforcement Division.
• Already the SEC has increased its enforcement activities -- with double the formal orders, emergency actions and 50 more investigations than in the previous year.
• The ''tone at the top'' of SEC is prosecutorial.  They are targeting tough, swift action and a surge in productivity.
• Expect an emphasis on individuals, not just corporations, particularly what Korotash describes as the gatekeepers -- board members and company officers.      
• The SEC has restructured with emphasis on specialization, decentralization and less bureaucracy.   Opening a case no longer requires Washington approval.  It only takes one day to launch an investigation.
• Hedge funds are at the top of the list for potential SEC investigations, as their purpose is to seek an "unfair market advantage," according to Korotash. 
• Other areas of focus for the coming year include:  private equity, investment advisors, insider trading, market abuse, structured/new products, municipal securities and public pensions.
• The SEC is expanding its arsenal of prosecutorial tools, taking a cue from traditional criminal investigations that cooperation and plea bargaining.  They will be seeking whistleblowers (i.e., controllers, financial reporting managers, internal auditors, etc.) who will "come in first" to help with the investigation in exchange for favorable sentencing consideration.  There will be more effective subpoena power available to the agencies under the new Task Force umbrella.
• There will also be an emphasis on returning money to shareholders as a result of restatements.  Watch for actions requiring reimbursement of bonuses paid to C-level executives.  No wrongdoing need be demonstrated in order to enforce this correction in favor of investors.  

In general, the governmental agencies are adding teeth to their enforcement oversight.

Best sound bite of the day was from the SEC's Korotash, recounting a discussion with his young daughter on the importance of a strong work ethic:  "Why does Daddy work so hard?"

"To make up for Madoff," she postured.  How perfectly fitting.

It's a Wonderful Life

I love this Christmas movie. 

It evokes the most basic of human values -- the contribution and difference we make in the lives of those around us. 

Sometimes we know the impact of our actions on others.  Sometimes we don't.  Sometimes we thank people for how they have helped or inspired us.  Sometimes we don't. 

Often the impact is felt after the fact.  We're off and running in the busy-ness of our 24/7 lives -- many times overlooking the opportunity to bestow gratitude on those who have had a favorable impact on our progress, comfort, relief or success. 

The gesture might be large or small.  It could be a gift of time, expertise or sharing.  Or simply an offer to help -- providing a lifeline or back-up plan.  Add them all up and where would we be without the interaction, inspiration and involvement of others?  It's the ultimate form of humanity -- a living bucket brigade of support and encouragement that passes from one to another.  And isn't it interesting that we feel a similar sense of satisfaction -- whether we are giving or receiving?   

In tough times especially, we cherish such moments that crystalize a sense of joy.  It's the perfect fit -- a special moment in the day.  Whether we're surviving or thriving, it's due to the connectivity and contribution of others -- beloved family, close friends, respected colleagues or maybe even the kindness of strangers. We humbly receive input and assistance.  We are duty-bound to pay it forward.  It's not an entitlement. 

Like Jimmy Stewart in the movie, you don't need a big financial balance sheet to be the richest person in town.  And isn't that what this time of year is all about?

What a wonderful time during this holiday season to thank those near and far who've made a difference at some point in the existence we're privileged to enjoy.

It's a wonderful life, indeed!  

Quote of the Day

"But in the end, I wound up right back where I started. I could still pick winners, and I could still make money for all kinds of people back home. And why mess up a good thing? "

   -- Robert DeNiro in Casino

Reputationally Speaking....

Maybe it takes another sports icon to synopsize the Tiger Woods reputation inplosion.

Interestingly, the comment didn't originate in a sports context.  It was made at a funeral in Dallas this week for real estate icon Henry S. Miller, Jr. 

SuperBowl-winning Dallas Cowboys quarterback Roger Staubach -- a Tiger-esque sports superachiever of an earlier era -- built his highly successful post-football real estate career under the guidance of Miller.  He awarded the highest compliment to his mentor in a eulogy:

"Integrity is when your public face mirrors your private face."  

That was Henry, Staubach noted.  "He was a great example for all of us." 

How utterly apropos.  In any context.

Podcast

I was interviewed on the topic of The Perfect Fit for a podcast hosted by Aaron Crowe, a section editor for AOL business/finance programming. 

It's part of a regular series called WalletPop on BlogTalkRadio. 

Here is the link.  Tune in!

Quote of the Day

"You talk the lingo. What's your pitch?"

 -- John Cusack to Annette Bening in The Grifters

Legendary

If you ever have a chance to work with an industry legend, don't think twice.  Jump in and grab the opportunity.  It will propel your career and you'll have the ride of your life.  In fact, it's smart targeting -- so why not start now on a campaign to identify a new boss, client or strategic partner for the New Year?

Legends generally generate headlines, as they are game-changers, inventors and innovators who loathe the status quo.  You will find them profiled in national and international business media -- or industry-specific trade publications and websites.  They deliver solutions, entertainment, time-savers or a competitive edge.

Legends don't have to be household names.  They also populate the inner workings of many organizations and professional service firms.  They are the rainmakers and pioneers who identify promising new markets, product offerings and get there first.  They are the heir apparents, chomping at the bit to succeed the incumbent leadership.

What characteristics define a Legend?  They can be studies in contrast and contradiction.

• 
  
  Change Agents.  They are game for something new and usually get the ball rolling.
  
• Stay-the-Course.  But once they aim for a target, they are tenacious in sticking with the path to progress and achieving the goal.
  
• Big Picture.  Legends are excellent conceptualizers.  When they get a whiff of a good idea to support the business, they jump on it.  What a delight!  They click in to the end result, just as you are setting up the premise in the pitch.  They can visualize the gist of a product, promotion or campaign that you have strategized.
  
• Detail-oriented.  But you better be ready to show that you have thought out the concept when they drill down with specific questions -- as they surely will -- just to be sure you've been thorough.
  
• But No Micromanaging.  Hooray! They are crystal clear with the target and task at hand.  But they selected you to chart the course of action and execute the plan.  You are in charge of design and delivery.
  
• Not Cheap.  Legends know that you can't nickle-and-dime your way to success.  (...except for Sam Walton, who built a business model on the concept!)  They are not spendthrifts.  They expect a high return on investment.  But they know you have to pay to play and they play to win.
  
• High Level of Charm.  They are typically a reporter's dream.  Full of personality, war stories and sound bites.  They can expound on a variety of topics.  They are interested in you and other achievers.  People are drawn to Legends and love to bask in the glow of their brilliant light.
  
• But not a Neutral Personality.  Many feel threatened by the breakthrough bravado of a Legend.  They often have a retinue of detractors -- competitors or former colleagues who might be just a bit envious of their decisions and success.  Or maybe someone who got in the way of what they wanted.
  
• Warning:  Can be Volatile!  In high stakes business dealings, Legends can be legendarily explosive.  The first outburst can be intimidating.  But stand your ground, defend what you know is right and you will gain their respect.  (Note:  If they expect yes/grovel/yes at every turn, they're not Legends.)
  
• Decisive.  No teeter-tottering here.  They listen to the proposition and move forward to a resolution.
  
• But Won't Be Pressured.  They like to decide on their own terms.  As one client said, "I won't move on a deal if I'm not ready.  There's always another one around the corner."
  
• Big Work Ethic.  Legends are highly demanding -- of themselves, as well as others.  They will never ask you to work harder than they do.  But be aware they are typically 24/7 operators.
  
• Appreciative of Good Work.  Some Legends are short on gushy praise.  If you stay in the inner circle, you know you're doing the job they expect.  Some will thank you graciously for your time and effort -- even though they're paying for the privilege.  No matter, when you are challenged to the max and delivering top output, it is a confidence-booster to be in service to a Legend.
  
• Open Communicator.  They share pertinent information on a real time basis.  When you need input or a decision, they are available in a quick and timely fashion.  No delayed responders here.
  
• A-Player Alumni.  Legends are outstanding talent pickers. They surround themselves with strong, savvy people.  If you are fortunate to be one of them, you will have an excellent network of other "kitchen cabinet'' habitues for life.  Look at the CEOs and top managers spawned by the Jack Welch talent network at General Electric. 
  
• Legends are Loyal.  If you are worthy and deliver, you will likely have follow-on opportunities to serve.  You will be part of the overall career ascent.  Or, in the case of serial entrepreneurs, you will be invited to suit up for another start-up.
  

You have to love the bravado and bravery of these innovators who break the rules, re-write the playbook and often change the way people live and work.

Go find one for yourself!  Or become one....

VW3C83W7PABV

Quote of the Day

"It's the magic of risking everything for a dream that nobody sees but you. "

  --  Morgan Freeman in Million Dollar Baby

Talent Roulette: Which Way to Hedge?

I heard an interesting scenario this week.

At the onset of the downturn, a professional services firm made a strategic decision to avoid layoffs .  The goal was to create a competitive advantage in the recovery.  This, in comparison to competitors who took the butcher knife to the meat as the economy plummeted, trimming fat and and some even cutting deep into the bone.

At the point when business demand picked up, the Non-Layoff firm would immediately be able to deploy a rapid response initiative -- to swoop in, capture and service new business without delays in hiring people to staff the work.  They would be billing new business as competitors would be focused on hiring to rebuild their ranks.  This would deliver a significant, sustainable edge in gaining and maintaining market share.

A bonus effect might also be achieved.  The Non-Layoff firm could benefit from client defections -- even before recovery -- as Layoff firms struggle to service business with more skeletal teams, thus triggering levels of dissatisfaction and quality issues in existing billable relationships.

Definitely a legitimate, albeit aggressive, business strategy.  But, who could have predicted the depth and length of the recession?

Eighteen months later, the Non-Layoff firm, which started the recession on stronger footing than the Layoff competitors, is feeling a high level of pain.  They have been carrying a higher expense load for a protracted period of time in comparison to the Layoff firms.  The balance sheet has been impaired.  Retired partners are concerned about pension fund payout rates. 

Now they are evaluating various scenarios, unfortunately, from a defensive rather than offensive position.  

Which way do you weigh?

• Cull the top end.  Get rid of expensive, non-producing partners who are not delivering the income needed to support the premise of the downturn plan? 
• Keep the top end -- to some extent.  But re-structure partner compensation to reflect contribution to billings and profits -- with less entitlement?
• Counsel out the career conflicted.  Be creative in creating sabbaticals or part-time involvement or "of counsel" arrangements for those who might want a break from the grind but not a complete plunge into a new career path?
• Purge the lower-pay, low-utilization ranks.  Why pay for the double whammy of down-time and training/development of early career low-performers?
• Assess the "stickiness" of non-partner personnel.  There are high levels of unhappiness throughout many organizations during these frustrating times, but people stay put because there's nowhere to go.  Who is likely to stay or go, once business picks up?
• Engage all levels in the hierarchy in all-out new business campaign.  Test the chops of young up-and-comers who might show promise when unleashed?   
• Offer free assessment, pre-planning of consulting for desirable targets -- with option to execute on billable basis when the upturn hits?
• Target pro bono assignments for non-profits -- particularly those with clients or key targets on the Board?  Or those with whom team members have a special affinity?
• Musical chairs option.  Let people shadow account teams in different functional or industry areas so they can learn on the job and deliver extra value in high-opportunity sectors that can absorb/use new teams in the future?
• Temporarily assign billable team members to non-billable staff positions in HR, marketing?
• Generate new, compelling thought leadership that can utilize research teams throughout the organization for high-impact deployment in the recovery?

It will be interesting to monitor.  Is it more painful to backtrack and retract a bold strategy?  Or to think and act at an even higher level of out-of-the-box -- and flex into a new way to navigate disruptive up-and-down times?

Welcome to the new normal.

Quote of the Day

"I can shoot straight, if I don't have to shoot too far."
 -- Scarlett O'Hara in Gone with the Wind"

Weekly Meeting with Yourself

Are you strategic-planning yourself toward a nervous breakdown?  Psychiatrists call it catastrophizing.  It happens in companies, too.

We face a less-than-bright economic outlook, no doubt.  But, how do you strike a balance between doomsday disaster forecasting and head-in-the-sand denial of the difficulties? 

Organizational growth guru Dan Weston, Principal of The Weston Group, has a solution.  Strategic near-term focus, with eye-on-the-ball future vision and a way to keep inching forward to the goal.  Dan was a guest participant at the November meeting of Dallas COO Forum.

He is a practitioner of methodologies to help high-potential entrepreneurial companies -- known as Gazelles  -- to grow gracefully and profitably into the next stage of growth and beyond.  Dan helps them adopt The Rockefeller Habits, an approach used by the American industrialist and world's first billionaire to dominate both his industry and era.

Elements include:

• Get everyone on the same page with a one-page strategic plan
• Identify the numbers you must watch daily to maintain your trajectory
• Get the right people doing the right things
• Track short-term, focused, measurable outcomes
• Create immediate impact

A major success story is Dan's client, The SCOOTER Store -- the nation's largest retailer of motorized wheel chairs and scooters -- which catapulted from $20 million in revenue to over $300 million in four years and has been named one of the “100 Best Places to Work” by Fortune magazine
 
You can do the same for yourself -- propelling with discipline and focus.  Dan calls it having a weekly meeting with yourself.  It includes balancing your personal life with work.
 
The goal is to create a powerful, focused weekly To Do List that will result in the right things getting done.
 
The meeting with yourself should be at a fixed time each week: Friday afternoon, over the weekend, or first thing Monday morning.

Agenda

1. Review the organizations's critical targets/prorities.
2. Review your quarterly priorities.
3. Review status of last week's activities/results.
4. Review developmental/performance support that your subordinates need.
5. Review personal priorities -- i.e., family, exercise, medical/dental.
6. Review calendar commitments.
7. Create a powerful, focused, prioritized To Do List.
8. Do number one!
9. Have a great, productive week. 
10. Repeat next week.

Quote of the Day

"I don't get tough with anyone, Mr. Gittes. My lawyer does."
   -- Faye Dunaway to Jack Nicholson in Chinatown

Going/Growing Global

Call it the law of unintended consequences.  You're a rapid-growth local food company.  You build out your market in concentric circles.  Local...regional...national.  But one day...boom.  You're selling into the military.  Where are their end-users?  Iraq.  Afghanistan.  You've got to drop-ship into Dubai.  Congratulations!  You're now a global company. 

How do you execute on the opportunity?  Hire someone in Dubai to oversee?  Pay a premium to an international broker?  Is there a stateside supply-chain/logistics who does it all from here?  You quickly have to know what questions to ask.  Having an Advisory Board with broad reach and expertise makes a material difference to help you navigate the decision tree -- profitably. 

We're living in an interdependent, connected 24/7 world.  And despite the worldwide economic downturn, globalism is not dead, according to Richard Fisher, president of the Federal Reserve Bank of Dallas.  This was discussed at the daylong inaurural conference of the new O'Neil Center for Global Markets and Freedom at SMU Cox, where I spoke on the panel, Accessing Global Talent.

The statistics are not cheery.  We're experiencing historical drops in global trade.  Sales and shipments of both durable and intermediate goods are down.  A particularly visual datapoint relates to overcapacity and slack in cargo.  Currently, there are 178,000 freight cars sitting unused.  Picture an empty train 2,900 miles long, stretching almost end-to-end across the U.S.

Fisher's soundbite of the day warned against the danger of protectionism.  ''It is, quite frankly, the crack cocaine of economics.  It may provide politicians with a temporary high, yet it is instantly addictive and inevitably proves debilitive and fatal."

But Fisher encourages us to take heart. He notes that Americans are inherently capitalistic and thrive on competition.

Thomas Falk, chairman and CEO of Kimberly-Clark, validated the continuing importance of global markets with his lieutenants overseeing China and Russia in tow.  Targeting global customers is critical to growth.  But the key to extend , target and capture worldwide market share is to learn the quirks and minutiae of local customers, which means understanding local culture, which in itself is evolving and changing with globalization.

The competitive roadmap is different for each geography.  China has 150 brands of disposable diapers.  Russia has six.  Distribution channels are even more complex.  There is no one rule/approach for global expansion.  It's not a mass-market approach, but a custom fit.  It's all local, local, local.

That means cutting through bureaucratic red tape and finding the most welcoming and efficient locales for new plants.  It means gearing up for rapid growth in China, where the best and brightest employees seek companies that can deliver 40% annual growth and a robust future career path.  10% is measly.  You have to enter the market with a big plan and commitment.

In the early gold rush to put down stakes in China, American and European companies have been competing with each other for local talent there.  Today, the big competition is with Chinese national companies which are raising the ante in compensation packages, promises for growth and patriotic prestige. 

Later in the day, Rich Templeton, chairman, president and CEO of Texas Instruments delivered an ''ah hah'' moment regarding the global aspect of their corporate DNA.  The company was founded by entrepreneurs in the oil services business -- early global road warriors with customers, relationships and a business view that was far more far-reaching than less-traveled domestic counterparts.   When I met my husband, a deepwater subsea engineering expert, he had the most exotic range of passport stamps of anyone I had ever known! 

TI was early to expand into postwar Europe in the 1950s,  Japan in the 1960s, Asia in the 1960-70s and India in the 1980s.  Today, 88% of revenue ships outside of U.S.

The company embraces the global marketplace as an opportunity not a threat.  "We do not know borders,"
he explains. 

Talent also has no boundaries, so TI casts a wide global net to target the top engineers/designers in each locale.  Their historical global presence also put them close to global customers, solving unique problems and tapping in to emerging innovations at a very early stage.  Products are developed by multi-country design teams.  Templeton touts that TI stock provides a way to invest in global markets. 

So how does Dallas fit into the picture?  As a global business nexus, opines Fisher -- with confirming statistics on the Ascension of DFW presented by O'Neil Center director Michael Cox, former chief economist at the Dallas Fed. 

With brain power, transportation, favorable cost-of-living, entrepreneurial spirit, DFW is a location to which global talent is easily willing to relocate.  The local area has grown from a scant 3,000 in the 1870 census to a burgeoning population of 6 million -- now the fourth largest metropolitan area in the U.S.  Despite an unavoidable impact from the global recession, the North Texas area still has the lowest rate of unemployment anywhere in the country, except the home of the federal government -- Washington, D.C. 

"But that's not a real city," quipped Cox.

Scott Smith, VP of staffing at AT&T, laid out an incredible, multi-media machine being built for recruitment of the 30,000 people the company targets hiring annually as it expands into new markets and replaces waves of BabyBoomers preparing for retirement.  It is a massive and impressive initiative!

For other companies fighting for the same talent pool, executive search firms like mine will continue to offer a similar, aggressive, multi-tentacled, high-tech, high-touch reach into the global talent market that the Davids of the hiring world will need to compete with the Goliaths of the Fortune 100.

Like the Marines, we're ready...we're prepared.  Bring it on!

What Will Change Everything?

What ignites a civilization?

A magic combination of ideas and implementation.  People with the belief that boundaries can be removed and extended. Hope and fervor for something better. Ways to look beyond the borders and limitations of our day-to-day existence. Innovations and practicalities that determine whether people will be surviving, thriving -- or dying.   

It's the basic premise of TED, the global showcase for ideas that make a difference -- with a focus on  Technology, Entertainment, Design and other disciplines. 

This intellectual extravaganza came to town last weekend in the form of TEDxSMU, sponsored by the
Bobby B. Lyle School of Engineering at SMU with underwriting and support from an array of other believers in progress and improvement for the human condition.  Right here in Dallas!

It was a one-day intense and power-packed schedule of inspiring presentations and performances by the people making things happen -- meted out in 18 minute multi-media talks and 3 minute riffs. Definitely a  boatload of content -- staggering in breadth, hop-scotching from topic to topic and quite headspinning to take it all in.

We sat transfixed at the fast-moving panorama that included: 

• Getting out of the box to explore aerial views of the world (investor Bobby Haas), the ocean below (David Gallo) and outer space  (Anousheh Ansari).
• An impressive bootstrap initiative to survive, based on dire need, scrap materials and a library book (William Kamkwamba)
• Enterprising teachers seeking ways to make the classroom more meaningful with first-hand research and field work that could be replicated locally (Aaron Reedy)
• Engineering as a peacemaking tool to rebuild wartorn damage (Jeff Talley )
• New paradigms in architecture (Joshua Prince-Ramus) 
• A 12-year old home-schooled piano prodigy (Lewis Warren)

And this is just a teaspoon of what we devoured!

The theme was brilliant -- how smart and savvy engineering can change the world.  The timing was perfect -- against the backdrop of the AT&T Performing Arts Center grand opening activities.  The speakers, topics and visuals were captivating. 

But click back into the real world and there a piece of our regional technology infrastructure that needs attention. 
Monday headlines in The Wall Street Journal gave a jolt -- reporting the wind-down of venture capital firms co-located in the 16th Floor at Two Galleria Tower, long the corridor of start-up investment starpower.  The regional VCs -- with roots funding spinouts from TI, Rockwell, et. al. in the 1980s -- are being hard hit by the downturn and lack of IPO market.  "Dallas is an entrepreneurial city, but it won't be driven by venture capital going forward," said Dan Owen of HO2 fund.   He acceded that the pure venture capital model is really thriving in just Silicon Valley and Boston.

Tuesday brought another stun:  "Next to nothing ventured" in the print version of Dallas Morning News on the amount of money raised by Texas-based venture capital funds in the third quarter.  The amount was truly zero, compared to $1.6 billion raised by a total of 17 U.S. funds in the same period.  The first quarter was also a no-show for Texas, compared to $4.81 billion raised by funds elsewhere in the U.S.

A concern, as venture capital is the rocket fuel for new job creation and future propulsion.  It's an important ingredient for economic develoment and general robustness, something we all want.   

Flash back to TEDxSMU.  There was a U.S. Presidential podium onstage as the program opened.  Would we be greeted by Obama or George W?  Wrong.  It was a TED moment of wow.  The conference leaders had tracked down and commandeered the actual podium where John F.Kennedy declared that we would enter the space race and land a man on the moon!

That far-reaching vision of JFK triggered the imagination of thousands of inventors and masses of ambitious aspirants to move beyond their current reality and reach into a new beyond.  People moved away from hometowns and nuclear families, migrating to new opportunity pockets.  Second-generation Americans achieved the dreams of their immigrant grandparents by pursuing college educations.  The creative output resulted in products that have changed the way we live, work, travel and communicate.  Politics aside, Kennedy tapped the enterprising spirit of an entire generation.

Thus, the timing of TEDxSMU is prescient.

We need to keep encouraging innovation jump starts.  Maybe a new way to support start-up companies to replace the diminishing pool of local venture capital money.   Combine that with a string of new corporate relocations to follow AT&T's excellent decision to locate here.  Not to mention the Super Bowl and other strategic initiatives. 

Bravo to Dean Geoffrey Orsak and Sharon Lyle, TEDxSMU program director,for the vision and execution.  What a great building block and element of momentum to ensure we are on the path for growth in both the near and distant future.  Encore!

Delicious Dietary Detox

We were plunged into the world of healthy vegetarian eating this summer, due to the metabolic statistics of a certain tall, handsome member of the family.  My husband's triglycerides had skyrocketed.  Blood sugar and cholesterol were problematic.  See earlier post on importance of Reversing the Risk.

I thought we were eating healthy, Mediterranean style.  But with some Googling and nutritional counsel, I learned otherwise, based on the challenge at hand.  I had to re-engineer a way of cooking, eating and provisioning to get the metabolics in line.  Then, we could moderate.   

Here's what had to be subtracted from the menu:  The "whites"-- refined white sugar, flour, pasta, potatoes and rice.  Corn products.  High-fat cheese.  Meats -- including those favorite Italian sausages, proscuitto, pepperoni. Fats, except for extra virgin olive oil. Fruit juices.  Processed foods and condiments w/ sugar and white flours.  Ice cream, crackers and cookies, needless to say.  Eggs were permitted in small amounts, preferably egg whites.

A daunting challenge, to say the least.  Where does one start?

First, you have to purge the pantry.  Remove all of the forbidden foods. Then you have to scrutinize the ingredients of what remains.  Sugar was lurking unexpectedly in many items.  Move on to the refrigerator and freezer.

My goal was to meet the dietary restrictions -- with an array of delicious, flavorful, new and exciting menu items.

Here's what to add for the healthy eating arsenal: 

• Fresh herbs make a difference.  We have bay leaves, rosemary, scallions and basil in a little kitchen garden.  Then, stock up on an array of spices, peppers and natural broth cubes. 
• Add some exotic rices.  Brown, wild, red/mahogany and pre-mixed blends for variety.  The Texmati brand is excellent and the whole grain Royal Blend is outstanding featuring brown and wild rice with soft wheat and rye. 
• Next, add more variety with grains.  Organic pearled barley is clean-tasting, light and will quickly make you forget your passion for pasta.  Farro is a new discovery, an ancient form of wheat popular in Italy.  More robust texture than barley.  Quinoa is also showing up in many stores and is popular with gluten-free eaters.
• Loving legumes is also important to the veggiemania program.   Here are my favorites:  Italian cannellini beans, black beans, red beans, black-eyed peas, cream peas.  The fresh peas will bring tears to your eyes, they are so tender, tasty and sweet.  Preparing dried beans is not as hard as you might think.  Canned beans are always a fall-back.   
• Whole wheat pasta is next on the shopping list.  I like the 100% durum whole organic farro found in Italian specialty stores or grocery departments.
• You will go very light on the breads and you will read the labels for only whole wheat/whole grain ingredients.  Purchase whole wheat and buckwheat flours for the pantry.  
• Thank goodness we were still allowed to have favorite salts and varietals:  Jane's Krazy Mixed-Up Salt, Profumo del Chianti (from Dario Cecchini, Tuscany's most famous butcher!), Fleur de sel de Camarugue, Maldon sea salt, Mrs. Dash salt-free seasoning, and Spike all natural seasoning.  All in moderation, but why not have a variety?  
• Stock up on extra virgin olive oil and seek out a selection of flavorful vinegars:  red wine, Balsamic, white wine/tarragon, red wine/rosemary, etc. 
• Varieties of peppers and onions will form an intriguing backdrop in any recipe, so you will be using a variety of leeks, shallots, as well as white, yellow, red and green onions.  
• Fresh is always best, but natural, canned staples are good back-ups.  All natural diced tomatoes, plus fire-roasted, whole San Marzano Italian and Rotel.  Hatch peeled green chiles.  Prepared, natural chicken and vegetable broths. 
• Scope some short-cut hearty soup kits, where you add your own veggies and liquids.  Bean Cuisine White Bean Provencal and Island Black Bean Soup are excellent.
• Breakfast cereals can be sugar-free, shredded wheat and/or steel-cut oatmeals.
• Fruits are important.  Sweet potatoes are allowed!  Nuts and olives for snacking.
• Monitor and moderate alcohol intake.  Sparkling water on weekdays, La dolce vita/vino on weekends!  Canada Dry Diet Ginger Ale is a favorite staple.
• You will be shopping on a frequent basis for fruits and vegetables that are in season.  Build your meals around that.
• Small amounts of seafood were permitted in the dietary detox phase -- 3 oz per week!  Now that we are in mode of maintaining, moderate amounts of lean chicken, pork and beef may be added.  (Sustainable food expert Brian Cummings http://www.eatgreendfw.com/ sends a reminder to seek out grassfed meats!)  

OK.  Now that you have your munitions, how do you deploy?

Planning ahead is important.  Tasty vegetarian dishes have layers of flavors to make them appealing.  That means lots of chopping of onions, garlic and other ingredients.  Beans and grains take time to cook.  Starting from scratch every evening for dinner is not the way to go.  Too overwhelming and time-consuming!

I do a lot of cooking on the weekends so there will be tasty inventory for the week.  Always a bean thing for heft and protein.  And other fun entrees that will be good as leftovers.  Then, all you have to do is add some steamed vegetables and a salad.  Voila! Instant wonderful!     

To rebuild your recipe repertoire, go through your existing cookbooks that feature the flavors and cuisines you like.  There might not be a huge volume of recipes that are a perfect fit with this regimen, but you'll find some that will work.  This way, you will be eating things that are comforting and familiar to your palate, rather than an icky-what-is-this jolt.

Then, start surfing the Internet for recipes and cookbooks that sound appealing to you, based on ingredients that you like and vegetables that are in season.  

I never thought I would be writing about food on this blog, but friends and colleagues are all asking for the recipes that we've been trying and tweaking.  Loss of weight is a favorable by-product of the regime.  And, most importantly, the effort delivered an impressive correction in metabolic stats after only 4 weeks!  

There's no downside to adding healthy items to your routine.    Then, when you eat out, you can splurge a bit.  I'll share specific recipes in subsequent posts.

(Disclosure:  My husband is the key focus of this dietary drill.  I am on a moderate version, but still enjoying some of my personal must-haves, including cheese, crackers, a little lunch bag of crunchy Cheetos, doses of desserts, meats, etc.)

Quote of the Day

"That's the way it crumbles... cookie-wise."

-- Jack Lemmon in The Apartment

French Twist

I received a fun email from a former colleauge who commented on a recent post A Cup of Coffee with a Real Mad Man.

Celesta was one of the early females in the ad agency world. She was -- and still is -- gorgeous, strawberry blond and curvy (evoking Joan, the Sterling Cooper office manager, on AMC's Mad Men).

For women careerists, gaining an aura of authority is a learned and deliberate skill. Your voice and visuals play a role in how people heed and interpret what you are delivering from your brain. It's about dominating the space you occupy and transmitting in the appropriate parlance.

If you are tall and brunette with a deep alto voice, you have some built-in heft in the context of male counterparts and the space they occupy.

Celesta had etherial beauty and worked as an art director -- the more subjective creative side, as opposed to the business-oriented account management side of client representation. She shared some recollections for other brainy glamour gals whose beauty might be distracting to some men in the workplace:

I'll never forget how any time I wore my hair up in a french twist he'd comment on how organized I was and put together, but never say a word if I wore it down.

Any time I wanted him to buy my concept I'd wear my hair up and he'd like the idea. If I presented an idea with my hair down it would be an uphill battle to convince him that the idea worked.

Easy fix. Always present with hair up.

In the mid-1970s, a man named John Malloy wrote a book Dress for Success. It was adopted as a bible by many women who were migrating to newly-available, higher-paying career opportunities in previously male-dominated sectors.

It spawned a number of forgettable male-imitative ensembles: Bow-tied scarves. Navy man-suits with white buttoned-down shirts. Big shoulder pads. But it also delivered millions into the coffers of Liz Claiborne, who pioneered a fashion brand focused on stylish but professional apparel for working women.

Now, the dilemma is demography-focused. Mature women want to look fresh and current in a competitive career arena. Young women want to advance and be taken seriously.

This summer, a friend and I were perusing the sale racks at our favorite store. A young Asian women approached us for a second opinion on a purchase she was considering. She was a medical student interviewing for a role at a prestigious center of excellence. Teeny-tiny and doll-like in appearance, she was under 5 ft. and 100 pounds.

We immediately rejected a light grayish pant suit. It was in a flimsy, tweedy fabric. Too light in color and weight. She was on the right track with a darker suit, but it was too boxy and looked budget-priced. We directed her to a fabulous, near-black ensemble with a nipped-in jacket; the salesperson brought in some tall heels and an understated white tee.

WOW! It conveyed a powerful first impression -- the perfect fit for a critical audition, as it put the emphasis on her, not the fashion. She needed some visual gravitas.

Some closing comments from Celesta:

Another couple of things that always worked were, in no particular order:

Wearing a red or black suit. Not carrying a purse.

Immediately taking off suit jacket in a boardroom, putting it on the back of a chair, spreading papers widely infront of that chair but staying standing until I was the last one seated.

All almost invisible power plays, but they work.

Plus ca change, plus c'est le meme chose.

(The more things change, the more they remain the same!)

The Polite Networker

It’s been a difficult and protracted economic downturn – with high levels of unemployment, a dearth of spending and pressure on those remaining inside companies to deliver results with fewer resources. With droves of workers in transition – from entry level to C-suite -- it’s been a time of reaching out and helping one another.

But a year after the major market meltdown, there is a high level of burnout and networking fatigue. Nonetheless, jobseekers must remain active and visible. And those inside companies and consulting organizations have an intense focus on finding and closing business.

Where do we go from here? Some suggestions for being polite and productive:

• A key rule of networking is to be considerate of the other person’s time. Be sure to know something about the other person’s business purpose before reaching out.


• Offer information, insight or assistance as an opening gesture. Send someone a piece of business and you will be their friend forever!


• If you want to meet someone in person, consider attending a program where they are speaking.


• Be careful not to commit the other person’s time or interest. Don’t deliver an action item via email! Avoid creating an assumption with a third party that someone will meet with them or do something for them.


• General “information interviews” should be a thing of the past. Why ask for insight on something you could find on the Internet? Do your homework/groundwork first. Go for a higher level dialog when you initiate contact.


• Be protective and prudent regarding the bandwidth of your top relationships. Do not send them an on-going stream of requests/referrals or they might stop taking your calls, as well!


• Do you really need to get in front of the other person? Or would a phone call or email suffice? Consider a recruiter’s “sourcing for candidates” emails. They are quick summaries in bullet form with highlights of specific criteria/experience being sought. They generate quick and helpful responses with suggested names and contact information.


• Do send an email with pertinent information before making a phone call or requesting a meeting.


• Once you’ve had an in-person networking meeting, don’t keep pushing for a follow-on visit, as you have already received a valuable allocation of time. Maintain communications via email or phone messages.


• If you invite someone to lunch, dinner or coffee, keep in mind that you are, in essence, offering to pick up the check. Assume that others have limited eating-out budgets in the current economy.


• If someone doesn’t take you up on your suggestion to meet in person, don’t push. You don’t know what is going on in the other person’s life. They could be heads down on a major deadline – or diverted with personal/family priorities.


• Be circumspect in sharing information you have received. If you become known as a "human chain letter," you might be cut off from the information channel.


• If you know someone is working on an initiative, only suggest/refer people who fit the criteria.

People are generally happy to impart knowledge and expertise. Ask a specific question and you will likely receive a specific answer, suggestion or referral! But keep in mind that requests for open-ended, getting-together sessions require a commitment on someone’s calendar and you are competing with billable business or client deadlines.

Friends, family and colleagues will always receive top consideration. And, of course, if you are a current or longstanding client, you can ask for the moon!

Quote of the Day

"Tell him the truth. They find out anyway. "

-- Vincent Gardenia to Cher in Moonstruck

The Proliferation of Social Media

If you are alive and breathing in the modern world, your organization is likely experiencing a lively dialog on the merits and risks of social media. OK, that might be an understatement. How about heated arguments? People taking polarizing positions?

Here is some news from the front: Non-participation is not a viable option, as noted in a recent presentation by Thomas H. Wetzel & Associates communications counsel. It’s like battling voice mail, websites, BlackBerries – or electricity. The key is to maximize the possibilities while mitigating the risks. Educating employees is a key first step.

The movement has escalated and you don't have the control you might prefer over the situation. (See recent post on Managing in the White Space.) The current concession is to learn, embrace and leverage what this new hybrid can do to help your organization and your career. This crosses all sectors – B2C, B2B, non-profits, schools and even the .gov world.

Love it, fear it or hate it, social media is the fastest growing tool for message disseminating, opinion spreading and brand building. The good news is: It's easy to get smart fast.

How did this tsunami happen? Here’s my assessment:

• Successful usage of on-line grassroots outreach, voter registration and fundraising in 2008 U.S. presidential campaign. (Please note that this is a non-partisan statement.)



• Increase in presence and authority of blogger world due to downsizing of journalists in traditional print and broadcast media and complete shutdowns of previously dominant news outlets.



• Explosion of new social media platforms. There are hundreds beyond the Majors, i.e., LinkedIn, Facebook, Twitter et. al.



• Mad dash for naming and claiming when Facebook invited individuals and organizations earlier this year to personalize their FB web address.



• Frenzy of networking by executives in transition



• Experimentation and adoption by major name brands



• Robustness of platforms – colorful graphics, attractive, easy-to-use templates



• Advancement in new technologies enabling 24/7 portable internet access



• Speed, low cost and ease-of-use to participate -- in comparison to traditional print, broadcast or direct marketing media.



• Endorsement/encouragement of traditional media websites, which invite you to link/share news stories across a broad range of social outlets.



• Proliferation of outsourcing -- New companies/consultants seeking awareness/traction



• An inviting and even playing field that enables smaller competitors to gain a foothold and a voice without a big budget or marketing department.
  

Adding excitement and high emotion to the dialog is the diverse and often challenging population of today's workplace, comprised now of four generations with very different attitudes, communications habits and levels of tech savviness.

The law firm of LockeLordBissell&Liddell hosted an information session recently on Social Media and the Law. There are implications of intellectual property, employment law, privacy vs. free speech, discovery and ethics. Some highlights from lawyer Bruce Foudree:

• Social networking sites can be very revealing and, therefore, extremely valuable or damaging, depending on one's position. As a result, social media postings can become self-inflicted wounds.
  
• While some social media pages or sites can be designated private for use among friends and followers, in reality users of social media cannot expect information to be truly private.
  
• Information posted on Twitter can be re-tweeted by others.
  
• When employees make comments about their felow employees or employers they potentially expose themselves and their complyers to liability.
  
• This includes the exchange of comments between supervisors about the character and conduct of their subordinates.


• The rule to follow is "if you can't say something good about someone, don't say it in social media.”

Nonetheless, the use of social media is widespread and growing exponentially among young and old. Its popularity and power has to do with the fact it is ultra-fast, condensed and often highly interesting in content. There are active movements to create company policies and educate employees and stakeholders on legal and effective use of social media.

Still a non-believer? Be sure you are sitting down when you read these social media traffic statistics, as they are quite astounding. Getting even a sliver is an ROI being deemed worthy of consideration/pursuit in the B2B sector.

Awaiting the Domino Effect

Talk about timing. The August unemployment rates were announced at the onset of the Labor Day holiday. Not much to celebrate at 9.7%, a 26-year high.

Stanton Chase consultants were polled for a national overview of the market. Looking forward, where do we go from here? Where will the jobs be? When will things start to improve?

The Fordyce Letter published the round-up this week. Here is my commentary:

• When the jobs are added it will be a huge domino effect, as many executives, managers and employees inside companies are unhappy, but lacking options of where they might go next.

• Those with success stories of delivering results/turnarounds will have a competitive edge in being considered for new opportunities.

• Those who have been successful managing in the white spaces — in matrixed organizations with retinues of outsourced resources will have an edge in creating new initiatives and delivering new results in their current companies, and possibly “inventing” new operations to run.

• Watch the oil industry as an economic bellwether, i.e., big M&A transactions, big finds in Gulf of Mexico. Watch for leveraging technology to break new barriers.

• High potentials with strong pedigree and solid career path with bonus of operational and international experience will be in high demand in recovery, as companies fill voids in talent pipelines and focus on succession planning. We have already had two downturns in the new millennium -- multi-year blocks of no/low hiring -- and there are significant gaps to be filled.

• Trends of precision hiring will continue as companies requiring hand-in-glove fit with the requirements they specify. Those wanting a slot will have to build their case for consideration.

• CEOs and boards will start to reconfigure their leadership teams seeking fresh market views. Who will be the most sought after? Extraordinary warriors who have delivered victories in a seemingly impossible business environment.
  

Sign of the Times -- Graceland

T.C. B. (Taking Care of Business)

The business office @ GRACELAND, Memphis, Tenn. in the era of Vernon Presley, father of Elvis.

Would you say the corporate culture was open door or hierarchal?