Quote of the Day

''Because I'm on stage."

    -- Michael Douglas, responding to query on his recent Stage 4 throat cancer diagnosis on the Late Show with David Letterman.   

Douglas is in the midst of radiation and chemotherapy treatment.  Telling the drama of the dilemma in a calm, collected manner. Plugging the new movie Wall Street: Money Never Sleeps.  Pausing occasionally to sip from a water bottle.   

Letterman is in awe of his aplomb.  "...But you look so good and you don't sound like you have throat cancer.  Why is that"?

A real-life Oscar-winning moment in the category of grace under pressure.  How to perform if you're in the hot seat -- whether it's a job interview, Senate hearing or analyst conference call.

Mad Men: Don Draper's 10 Secrets of Career Success

Don Draper, the dashing lead character in the television series Mad Men, is a master in the art of re-invention. His story is taken to the extreme, as he architected his ascent from humble beginnings to the top of Madison Avenue in the 1960s.

Flash forward to today -- a difficult economic environment with many vying for fewer upwardly mobile career slots. 

What can be learned from Don's skills and strategies?

Here's an analysis -- from my perch as talent advisor and former ad agency VP:

• #1  Lack of Privilege. Don entered the world in the ultimate state of indignity. His mother was a prostitute who died giving birth to him. He was dumped on the wife of his cheating, abusive father -- an unwelcome addition to the family and on-going reminder of the infidelity.  It didn't discourage him, it propelled him.
• #2  Visionary. Don was a have-not in a world of haves. Every life experience magnified the disadvantage of his childhood status and the allure of a better place.  He would escape to the dark of the cinema and fantasize living the life he observed on the bright silver screen. He had clarity, ambition and determination.
• #3 Opportunistic. When his commanding officer was killed in the bunker, Don seized a lifeline by trading G.I. tags and undertaking a new identity. Wounded and in a state of delirium, he still had the grit and wherewithal to break out of the box of his reality and into the potential of his future. He lives his mantra, "Move forward."
• #4 HANDSOME! ! ! ! Women swoon over Don's good looks. And guys consider him a man's man. What a delightful and beneficial distraction as he's striving to jump onto a new path to prosperity. Recipients of fibs and fakery along the way probably didn't even notice, as they were no doubt dazzled by his considerable dazzle. Clearly it was an asset he was able to package and deploy.
• #5 Core Talent.  Don is a gifted story-teller, as wife Betty notes when confronting him about his double life. His talent was born out of ignominy, desire for escape and the complexity of living a lie. He knows first-hand the desperation of want -- an insight that would evolve as a secret competitive weapon.  He has the power to persuade.
• #6 Savvy Targeting. Don is not adept with money or the mechanics of business. He knows how to sell and compel. Thus he chose a brilliant career track: the go-go world of advertising. It was the glamorous, highly-compensated Master of the Universe profession of its time and a growth field, to boot.
• #7 Act and Dress the Part. To elevate into a new echelon, industry or company, you must embody the culture and nuances.  You have to fit in.  Don may have the private behavior of an alley cat, but in public he displays the patina of the elite.  He has impressive board room presence.   He is indignant at impolite behavior. ''Take off your hat," he orders uncouth gents in the elevator. 
• #8 Massive Capacity to Hold Liquor. Who isn't amazed at the proliferation of alcohol and womanizing depicted on the show? No wonder they called it the Swinging Sixties!  That said, Don is generally cool, credible and in control when on duty for Sterling Cooper business. No blithering or dialing drunk. An excellent lesson, always.  
• #9 Work Ethic. Despite the drinking and extracurricular activities, Don puts out the work -- in spades. He is constantly jotting, thinking, researching. He gets out of bed in the middle of the night when his client Conrad Hilton beckons. The original 24/7 man, he also demands high performance of others.  When turning down copywriter Peggy Olsen for a raise, he tells her, "You're good. Get better!"
• #10 Supportive Sponsor. You can't get from here to there all by yourself. Neither did Don. You need a network of support -- at the top.  Ad agency owners Bert Cooper and Roger Sterling were good star-pickers. They took Don under their wings, nurtured, challenged and rewarded him. But they called in their chits when they needed him to sign an employment contract in order to win and retain key clients.
• Bonus Boost:  The Better Half. Don was strategic and savvy in wooing a wife who would fit his future standing. Betty had breeding and Grace Kelly beauty.  She came from the Philadelphia Main Line, a Bryn Mawr alumna.  She knew how to ''keep help'' and run a proper, tastefully-appointed home. She bore him a daughter -- and two sons to carry on his made-up name.  With Betty, he had the complete package.

But it wasn't enough for Don. Or was it too much? Maybe more than he deserved?

We await fresh insights from the brilliant series creator Matthew Weiner in Season 4. Bring it on!

NextGen CEOs -- A New Breed of Leadership

Here is an update of a guest column written at the end of the first downturn of the 2000s.  As we seek to recover from the most recent morass, the content is still relevant.  It's based on my experience recruiting top early career stage talent.  Enjoy!  

As the economy recovers, companies will be hiring for the CEOs of tomorrow. It will be a talent grab for future leadership – with an eye on the vacancies that will ultimately be created by the coming retirement of aging baby boomers.

With a dearth of hiring during two recent economic downturns, companies are finding serious gaps in the talent pipeline for expansion roles and succession planning.

Thus, there will be a focus on what I call “precision” hiring for early-to-mid career stage, high-potentials who have achieved very specific levels of industry and functional experience.

What are the characteristics of those candidates most likely to rise to the top?

• Track Record of Personal Excellence. With fewer years of work experience to evaluate, clients place a high value on personal characteristics, academics and even youth activities. What impresses? Good study habits. 4.0 GPAs. Teenage entrepreneurship. College leadership roles.
• Athletic Achievements. Coincidentally, the top stratosphere of the “MBA Draft” is heavily populated by sports standouts. Many of those boardroom bound are All-Americans, national high school titlists, college team captains or triathlon competitors.
• Navigational Skills. Many NextGens graduated in the depths of the downturn, but did not let that deter their success. One MBA candidate foresaw the absence of on-campus recruiting and jump-started his job search by foregoing an internship in favor of summer school, thereby accelerating his graduation date. He strategized and won a lucrative slot well before his classmates hit the streets.
• Passion. The MBA stars have a strong sense of their core competencies and how that contributes to enterprise success: Accounting, as the language of business; Valuations, as the core of decisionmaking. Dealmaking. Project management. Relationship-building. Love of a specific industry.
• High Work Ethic. Self-made achievers always win the attention of clients. We see many high-output candidates who multi-tasked full-time jobs with a full-time class schedule and campus activities. And many from difficult childhood backgrounds who sought mentorship and methods to bootstrap themselves into promising college and career programs.
• Generosity, not Greed. This is a generation that shares, rather than hoards, information. They will tell their friends about a desirable career opportunity, even when they themselves seek a slot in the candidate pool. We see an admirable focus on success of the team, rather than individual wins at any cost.
• Willing to Sacrifice. NextGens are willing to backtrack and make trade-offs. To accommodate a spouse in medical school. To be close to family in times of illness. To gain experience where they perceive a weakness in their game. They are flexible and seek such options in career planning.
• The “Internationalists.” With the increase in off-shoring and growth through M&A, many companies now have a dominant global profile – but an employee base with domestic-only expertise. Fortunately, there is an up-and-coming population with global experience and a strong desire for international assignments. It’s a diverse group that includes those who grew up in the diplomatic core, former high school foreign exchange students, children of immigrants and expatriates, those who study abroad and others.

Some questions to consider: What is your MBA port of entry? How are you attracting top engineers and designers?  What is the career growth path? How do you integrate top, fresh talent without causing a mutiny among the current team? Do you have the level of role that will attract a NextGen CEO? Or will a lower velocity player be a better fit?

Quote of the Day

Lisa:  ''I wish I were creative.'' 

Jeff:   ''You are. You're great at creating difficult situations. ''

     -- Grace Kelly and Jimmy Stewart in Rear Window

Resume Do's and Don'ts

''Freedom is having options.''

This is the mantra of the esteemed career futurist Helen Harkness, founder of Career Design.  On this Independence Day weekend, here's a salute and tribute to everyone seeking success and happiness in work. 

It's a big audience:  All of us!

I was interviewed last week by a savvy young intern at More magazine, Victoria Phillips.  She was compiling a slide show on resumes for the website. 

Here is the link to the story -- with top ten recommendations from experts polled.  See #7.  The value of supplementals, a favorite mantra of mine.

The End of the Little White Lie

If you're thinking of stretching the truth on your resume -- or presenting a blatant falsehood -- here's a word of advice. 

DON'T! ! !

Career columnist Michelle Goodman interviewed me for a story on this topic.  Here's the link on ABCnews.com.  

Since we're in a jobless ''economic recovery,'' there is a feeding frenzy for the modest number of opportunities that exist.  Understandably so. 

But it's critical to be pristeen in representing yourself.  Whatever you're hiding is likely to be uncovered in a background check, which is de rigueur for most positions from entry level to C-suite. 

In the old days before the Internet and electronic databases, it was easy to fudge and get away with it.  But no longer.  It's the fastest way to eliminate yourself from consideration.  You will also burn bridges with valued colleagues who refer and recommend you for potential new opportunities. 

Here's another nightmare scenario.  A falsehood uncovered during an interview process for a new position could reverberate if you're currently employed.  Suppose the hiring manager for the new role knows your existing boss.  If you lied and got away with it -- in pursuit of your current role -- you could be fired for the original misrepresentation.   

Be open.  Be upfront.  Be honest. 

Quote of the Day

''I want to say one word to you. Just one word....Plastics.''

-- Career advice from family friend to Dustin Hoffman in The Graduate

The Graduate

I've been interviewed on CNBC regarding career launch locales for new grads.  

Here is the link.

Hint: It might be time for a Road Trip! ! !

Quote of the Day

''If you want me to forgive you, I need to know what I'm forgiving you for.''

    -- Julianna Margulies to Chris Noth, in The Good Wife

Reverse Trajectory

Best practices, in corporate-speak, means borrowing a good idea and implementing it somewhere else.  So what's the opposite?  Read it here.

From his insider perch, the brilliant auto journaliste Alex Taylor chronicles the methodology and mistakes of General Motors and the Detroit auto industry.  It's a what not to do guide for your company -- or your life.  (i.e., denial, oblivion, hubris, etc.)

I know Alex from the time we both lived in Michigan during the late '70s.  A vivid first impression was a chain of outdoor billboards dotting I-75 North for a Ford dealer promotion:  "Help Stamp Out Foreign Matter."  Hmmm. Was this an ad campaign or a trade mission?

Indeed, it was an early indicator of Detroit's response to the influx and influence of non-U.S. manufacturers.  Designing superior products that consumers actually wanted was a too-late afterthought, as we all know now.

As documented by the author (whose C.V. includes Detroit Free Press, Time and Fortune),   GM's collapse was caused, ''pure and simple, by bad management combined with ego and conceit.''  

Some noteworthy and prescient comments from the book:

• ''GM was the premier car company in the world for so long that it failed to see the need for change...so used to being leader that it couldn't contemplate following others." -- from corporate governance experts Robert Monks and Nell Minow.
• ''I have yet to see a CEO who says, Í went too fast, I should have moved slowly.''  -- from Noel Tichy, Univ. of Michigan professor and advisor to GE's Jack Welch
• ''We never go to the outside for executives because that's an admission that we didn't build our people right.'' -- from Lee Iacocca on GM's promote-from-within rationale.
• ''One re-org per generation is enough'' became the mantra, so Jack Smith and Rick Wagoner tried gradualism instead.  It was a big mistake.
• ''There we were charging up the hill right on schedule, and I looked behind me and saw that many people were still at the bottom, trying to decide whether to come along." -- from former CEO and failed change agent Roger Smith.
• ''GM employees were expected to display unwaverying loyalty and behave like team players.  This meant that they never questioned a decision [and] never contradicted a boss.  Decisions were shuttled higher and higher up in the organization so that if anything went wrong, nobody would every take the blame."
• ''These same men in a business amosphere, where everything is reduced to costs, profit goals and production deadlines, were able as a group to approve a product that most of them would not have considered approving as individuals.'' -- from industry maverick John DeLorean, on the Chevy Corvair safety debacle.

Pretty scary stuff.  And some excellent work/life lessons for all of us. 

Listen!  Accept!  Adapt!  Propel!  And never wait for the market to bail you out.

A Ghost from the Past

Case Western Reserve University in Ohio publishes an excellent thought leadership publication, aptly called think.

I was interviewed  in a round-up story for the Spring/Summer 2010 issue.  It's a tantalizing title:  Is Bad Taste the New Taste? and addresses how social media is changing our sense of what's acceptible -- and what's not.

We don't all have the gift of perfect pitch -- what is the right tenor and tone for behavior and opinions as conveyed in social media web sites.

And even if we've developed a sense of savvy as we've matured, what about the lively mementos of our earlier, carefree ''off the record'' days, pre-Internet?  

Can you spell t-o-g-a  p-a-r-t-y? 

Case in vivid point from the magazine article:

A highly successful Ohio executive, now in his mid-40s, told his story on the condition of anonymity. It starts with a fraternity party some 25 years ago. The executive—then a student—imbibed too much and passed out. He remembered that much, no more, until he got a Facebook notification that, nearly a quarter century later, a friend had posted a photo of him in a drunken stupor from that fateful night.

"I call on clients. I cannot have them seeing me in that state," he says.

So, what can a person do when an unflattering photo resurfaces? Facebook at least allows users to "untag" themselves, essentially deleting their names from the images. But the photos themselves will remain, and options stop there.

Jacqueline Lipton, a social media researcher at Case Western Reserve's School of Law says this is because the photographer— not the subject—owns the copyright to a photo. That's why services like Facebook do not respond favorably to complaints that are based on the contention that "I'm in that picture, so it's my picture."

The likely solution:  Groveling, not going to court!

Happy Birthday, Nancy Drew!

 

Quick.  Who was your earliest role model?

If you are a female between the ages of 8 and 88, Nancy Drew may be at the top of your list.  The irrepressible girl detective turns 80 this year and her influence spans generations, reaching into classrooms, boardrooms -- even the U.S. Supreme Court, as acclaimed by Sandra Day O'Connor, Ruth Bader Ginsberg and Sonia Sotomayer in this New York Times story.

I was a Nancy afficionado from the moment I saw the line-up of adventurous titles and cover illustrations on a library bookshelf.  That was the ticket for me!  Until we had a driver's license or racy roadster of our own, Nancy was the conduit to whisk us away, imagination-wise, from the parental oversight of our quiet girlhood lives.  She was a person of her own making and renown, not a mere appendage to her family.  She was a force!  The way to be!  

What leadership qualities did Nancy exhibit that so many aspired to emulate?  To me, she was a study in contrast and balance.  The complete candidate, as we say in executive search, for success in whatever she sought to achieve.

Stand Out/Fit In --  Nancy was distinctive in her accomplishments in comparison to her peer group.  She had a reputation and track record of success.  Yet, she was well-rounded with good social skills.  She fit into the culture of her youth -- with female buddies and [swoon] a handsome boyfriend from Emerson College, the every loyal Ned Nickerson.  She represents the classic High Potential talent that organizations covet for succession planning and future leadership ranks! 

Assertive/Polite -- Nancy was poised and polished.  She was unfailingly polite in her dealings with all levels of people.  Yet, she was assertive and no fool when comandeering resources to solve a case or embark on a chase.  Through Nancy, we observed the the perfect blend of ease and personal power. 

Intuitive/Logical -- Nancy did not take things at face value.  She could sense when things were not quite right.  And she investigated her instincts.  Yet, she was not whimsical or irrational.  She had an underbearing of process and logic.  Exactly the type of person you want next to you in the trenches of battle.

Fearless/Self-Preservation -- Nancy was a study in bravery.  She was fit-like-a-glove comfortable slipping into new and unfamiliar environments.  She trailed the bad guys with wile and a vengeance -- sometimes getting tripped up, gagged and bound.  But she knew when she was hemmed into a corner -- or a cave -- or a hidden staircase.  She laid low and drew on all of her brainpower -- as well as hints left behind for her allies to track her down.  She was smart enough to know when she needed to be rescued. 

Creative/Practical -- Nancy was the original out-of-the-box thinker for many of us.  She discerned things differently than others in her company.  She was resourceful in laying out a plan.  Yet, what she conceived was inherently executable.  Stretching -- but within reach. 

Hands-on/Delegating -- Nancy could take matters into her own hands, but she know how to engage others to assist and join her in an initiative.   She drew on the strengths and skills of her friends Bess and George, compensating for their foibles and areas where they fell short.  She could recruit complete strangers to participate in the mission -- with role-playing, delaying tactics and specific mandates.

Tough/Feminine -- Nancy was a force to be reckoned with.  But she was not shrill or mean -- unless, of course, you were the perp being pursued.  She was all girl in her appearance.  The titian hair, pert figure, stylish wardrobe.  For those of us breaking gender barriers in the work world, she showed that you didn't have to act like a man to do a job previously manned by a man. 

What other admirable traits did Nancy embody?

• High moral character -- sense of right and wrong
• Strong work ethic
• Positive attitude
• Team player
• Pragmatic
• Solution-oriented
• And more.....

No wonder she has sustained as a top role model for generations! 

Disclosure:   When I became divorced at age 30 after a first marriage, I decided to change my name.  Nancy Kuehn was pronounced keen, but no one ever got it right and I was in public relations, listed on hundreds of news releases.  It didn't make sense to revert to a 3-syllable maiden name that was also difficult to pronounce.  Why not do a little tweak and go phonetic?  Nancy Keen sounded too cutesy...like Sally Smile or Mary Merry.  So I added the e in honor of Carolyn Keene, the author name of my girlhood idol.  Voila!  A business name with special meaning that has sustained ever since.  

Oscar-winning Career Counsel -- from Diane Keaton

How fabulous to be a media/theater/entertainment student and receive career advice from Diane Keaton.  She was in Dallas this week and generously conducted a brilliant Q&A session at SMU.    

She was savvy and assertive.  Witty and wise.  More Murphy Brown than Annie Hall.  Lots of very smart counsel for anyone of any age -- whether you are pursuing a career or personal passion.

Here are some highlights:

• 
  
  "Observe other people.  It makes your life more interesting."
• On aging and plastic surgery:  "When you get older, whatever happens, it's not going to be good."
• On Woody Allen and Annie Hall:  ''It was autobiographical.  Lots of it was me.  Before Annie Hall, his movies were a string of jokes.  This was a love story that didn't work out.''
• ''In movies, the director is the boss.  In TV, you are a member of a family.  You have to know the difference.'' 
• In describing herself at age 21:  "I was undeveloped mentally.  Iwanted to have lots of men love me.  I wanted to be a movie star.  I had lots of dreams, but they were really small."
• Regarding The Godfather:  ''At 23, I didn't understand the concept of a big movie.  I was out of my league.  Everyone was in awe of Marlon Brando.  He was gorgeous.  He was the greatest actor.  I didn't even see the finished movie until I was 41.  When I saw it I thought, wow this is a great movie!"
• On gamechangers:  ''Annie Hall changed my life.  It gave me all the opportunities I ever had.  I got a lot of work from Annie Hall.''
• Is fame worth it?  "YES.  YES.  No question.  There are complexities.  You have to live up to expections.  But it gives opportunities to explore other realms of life. ''
• On Jack Nicholson [dish alert!]:  ''I love Jack, but I'm glad I'm not in love with Jack.''
• Insights for young women considering a career in the industry:  ''You have to hang in there.  Stay with it.  Keep going.  There is a LOT of rejection.  Do you feel like you have tenacity?  What are your instincts?  Will it work out?  Ask the right questions.  Be a smart person.''

In Hollywood, as everywhere,  ''Everything is changing.  This is the most amazing time.  Our lives are jammed with imagery.  There's so much else [technology and imagery] out there besides movies.  Every minute you could be looking at something.  There is a disparity in budgets.  $8 million indies vs. $200 million 3-D megaproductions.   But...stories will have to be told.''

I love her comments regarding the future.  Applicable to any of us.  Where do you go from here?  ''Regarding movies...hmm...I don't really know.  I see myself going in to real estate....[audience laughter].  I have a lot of interests and hobbies, architecture, directing, writing.  Maintain a life outside of your career.  You can always find time to do something.  If it interests you, DO IT!''

How did La Belle Diane make it?  "Luck.  Preparation and opportunity.  I made inroads.  I am a hard worker.  Be prepared for the opportunities.  Grab them. 

She concedes that it's more than just acting now, which is true in any path.  "Now you have to be branded to make a dent.  Everybody is doing everything.  Sarah Jessica Parker.  Fashion lines.  Perfume. Products.'' 

What are the lures of her chosen field?    

''It's the best.  It's an adventure.  You get to kiss men!"

Bullies @ Work

Who doesn't love this scene from AMC's Mad Men (Season 1, Episode 9, "Shoot") when a beleaguered Betty Draper grabs the kids' BBgun and takes aim at the neighbor's pigeons? 

Betty is not alone in her frustration.  In a down economy, bullies come out of the woodwork, sad to say.  The conversations and concerns escalate.

If it is happening to you, there is a very helpful website and resource, courtesy of the Workplace Bullying Institute.  Scope it out.

Quote of the Day

''Stop expecting it to look like you thought it was going to look like.''

-- Candice Bergen to Sarah Jessica Parker in Sex and the City

WSJ: Should you Relocate Before you have a Job?

I am featured in The Wall Street Journal in an article entitled The Next Best Career Move:  Actually Moving.  Writer Liz Garone did an outstanding job illustrating the premise with success stories of people who have put the cart before the horse, i.e., moving before they have a job.

It takes targeting, strategy, research -- and guts.  But if you are in a geography that is lackluster in career opportunities -- with a glut of talent competing for few slots -- it makes all the sense in the world to reposition and catapult yourself into a more robust, career-enhancing economy. 

Look at the cumulative boost in earnings that could accrue throughout your career.  More is better than less in terms of what you will need to fund retirement.  And opportunity breeds opportunity.

Some excerpts from the WSJ piece:

So far the trend is visible at either end of the job spectrum: from senior-level job seekers who have a financial cushion to weather the costs of the move and the following transition period to more junior-level job seekers, who have fewer fixed expenses and can move easily.

Nancy Keene, a director in the Dallas office of executive search firm Stanton Chase, calls it the "act local/be local" phenomenon, in which job hunters are doing whatever they can to appear to be—or become—part of a community. It's a career move that—if executed right—can be a good investment. "People are looking to reposition for the next phase of their career," she says. "If you're going somewhere with a robust and diversified economy, it's a pretty safe bet." 

Some who can't afford to make the move are giving the illusion of being local by renting a mailbox, getting a local cellphone number, and staying with friends and family nearby to attend networking and industry events, Ms. Keene says.

I speak from personal experience.  Moving to Texas at a time when the Rust Belt was struggling was a smart and strategic move that dramatically changed life for the better.  Both of my sisters followed me to Dallas where they also launched successful careers.  Here is a link that describes my own relocation in D Magazine's Why We Love Dallas cover story.

Here are some tips to forge your own path-to-prosperity:

1. Thoroughly research companies in your sector.
2. Monitor corporate news in the local media and business publications of your target location.
3. Get your resume into the databases of executive search firms as a form of ''passive marketing.''
4. Reach out to your networks of college alumni and former work colleagues for insider perspectives, referrals and introductions.     
5. Make the most of in-market visits.  Stay with family or friends.  Have a full schedule of meetings, interviews and networking activities.
6. Be sure that your social media listings (LinkedIn, Facebook, etc.) are consistent with how you are presenting yourself, location-wise.
7. Select a realtor who is well-rooted in the market for information on transitional, rental and even housesitting possibilities.

Other excellent resources:

• Best/Worst states for employment -- from DailyBeast.com
• Inbound migration statistics
• North Texas growth metrics -- from the brilliant Michael Cox, director of SMU's O'Neil Center for Global Markets and Freedom

I am a big fan of the brilliant author and thought leader Marshall Goldsmith.  In his new book Mojo, he dedicates an entire chapter to the topic That Job is Gone! Many people are hoping to wait out the return of the market, but many of the jobs and industries are gone for good.

If you are weighing the possibilities of undertaking a relocation on your own, Marshall offers inspirational tools and metrics, balanced with the splash of cold water reality that can help in your decisionmaking process.  

Quote of the Day

"Stop analyzing and obsessing. Just let yourself enjoy something."

 -- Scott Bakula to Ray Romano in the TV show Men of a Certain Age

Should You Take a Lateral Move?

I've been interviewed by a very smart, career-enhancing blog -- The Glass Hammer -- designed for women executives in financial services, law and business. 

It was founded by Nicki Gilmour, one of the original team assembled at the Financial News in London to run The Financial News Group's online career sites.  She is a Belfast native who transplanted in the US to run the sites, which were subsequently sold, and is now CEO and Founder of Evolved People Media LLC.

The topic of the blogpost is 5 Reasons NOT to Take a Promotion, a savvy, contrarian point-of-view that is both pragmatic and strategic for the current business environment, in particular, and also fits the context of corporate succession planning.  See bullet #4, Tick the Boxes, for my comments. 


Here is the back-story -- some of my original comments to the writer, Elizabeth Harrin (London): 

When recruiters go to market for talent on behalf of client companies, they are seeking a matrix of specific requirements.

When a company's Board discusses succession planning, particularly in the office of the CFO, they are similarly looking for specific "boxes" to be checked regarding what the company needs for the current market environment as well as future challenges and opportunities.

If you are lacking any of the important criteria, you will not be considered for the position. If no one inside the company meets the specifications for the position, it is likely that the company will go outside for talent.

Let's say your goal is to become CFO of your current organization, a large public company. If you are in the role of plant controller or division finance, as an example, it would make all the sense in the world to create a rotational career path for yourself within your current company and pursue lateral moves that would provide the necessary breadth to be considered for the CFO role.

Getting SEC reporting experience or an assistant corporate controller role would be a valuable move. Doing time in corporate development -- even if it is as an M&A analyst -- would also be a plus. Jumping onto a task force involving post-merger integration would be another example of critical experience to access.

Ditto a committee of any type involving a major ERP implementation. I would even go so far as a stint in investor relations -- even if it is in a supporting role. Then, look at revenue experience -- typically key criteria for a CFO role -- and jump back into opportunities at the largest operating units. Add an international posting in a critical growth market. Voila! You have the breadth and been there/done that experience to be considered as a "fly-up" to the CFO position. If you do not have a CPA, that is also a credential to consider.

A caveat: If the Board is mandating a "been there/done that'' requirement of previous experience in the CFO slot, you may still get over-ruled for that ultimate opportunity. This is no reflection on you, it's just how talent is specified, evaluated and selected.    

Boards and hiring decisionmakers are typically risk averse in troubled, uncertain economies. If you vie for the CFO slot and do not make it, this is when it would make sense to explore CFO possibilities at a smaller revenue level company -- perhaps in a similar industry where your best practices experience and competitive perspective could command a high value.

Quote of the Day

''I am one of the lucky people in the world. I found something that I always wanted to do and I have enjoyed every single minute of it.''

 -- Johnny Carson, during his last taping of The Tonight Show

The New Normal

 

It's the new buzzword of the economic non-recovery -- the title of news articles, conferences, thought leadership digests and more. 

 

How are we going to operate as a company...a country....or a family in the new economic environment?   It's a universal mission and focus.  Things have changed drastically, that's for sure.  But is everything really normal?

 

Normal connotes something familiar, perhaps bordering on boring.  It's a plus -- an area of comfort -- for stay-the-course folks. 

 

Normal means you know how to operate in a routine environment with expected results.  Plain old meat and potatoes.  Go to work.  Get a paycheck.  Come home.  Unwind.  Go back to work.  For nearly 15 million  million Americans out of work -- and probably a similar amount struggling  and uncounted in small businesses and commission-only roles -- this kind of normal would feel absolutely Utopian! 

 

In normal times, normal is typically not exciting for pioneers, inventors and change agents who thrive on disruptive opportunities. But a certain level of certainly is required to win the capital necessary to start, grow and scale a business.  A certain level of certainty is required to target customers, forecast sales, buy equipment/supplies, recruit and reward talent -- just the business basics.  

 

Normal is getting into a car, turning the key and moving forward to the destination.  The new normal is getting into a car, turning the key, hearing weird grinding noises, then nothing, then click, click, nothing, quiet.  The car is dead.  We hope it will start again...but when? 

 

There are some glimmers of hope:  Continuity in the Oil & Gas sector;  SEO and others who support web-based commerce;  mobile apps;  some uptick in consumer spending;  massive stockpiles of corporate cash for potential M&A activity;  some orders trickling into the pipeline in manufacturing.   

 

But not anything that feels like normal. 

 

There are millions of smart and diligent people in transition working feverishly to shoehorn themselves into an elusive next job -- when maybe they should be looking for a new career or a different path to revenue.  Millions of consultants, corporate managers and business owners proposing on new business opportunities awaiting purchase decisions that never come.  Many medical/dental practices operating at 40% of capacity. 

 

A former colleague is getting ready for career re-entry after having after having three children in the last ten years.  Another is returning to her law practice after fighting and beating a terrible illness.  Both are concerned about being out of the loop and re-gaining perceived lost ground due to their absence.  Don't worry, you didn't miss a thing, I told them both.  That's the new normal.

 

How are people coping?  

 

Some who have survived the corporate cuts are hiding out and enjoying a respite. They have no budget for new programs. They take their BlackBerries and duck out for school recitals and sports events. They get to spend more time with their children.

 

Others are waiting in the weeds, plotting their departure the minute a new opportunity arises.  So much for ''employee engagement.''

 

The knowledge gurus are doing a brisk business -- churning out best-selling books, corporate coaching gigs, change management seminars and tele-conferences.  They offer hope, processes and a path to something better.  

 

Here are some other ideas: 

• Cherish what you have
• Dote on family and friends
• Eat healthier 
• Walk
• Keep up with your customers and business contacts
• Add new connections
• Learn social media
• Help others
• Do something you've always wanted to do, but never had time
• Plant some seeds for a new career path or customer set
• Re-invent! 

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