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Showing posts with label Chief executive officer. Show all posts
Showing posts with label Chief executive officer. Show all posts

Friday, June 14, 2013

The Chairman's Blog: Americans Can’t Handle the Truth

The Chairman's Blog: Gallup:

David Stockman’s new book, The Great Deformation: The Corruption of Capitalism in America, is getting a lot of attention these days....

united states currency eye- IMG_7364_web
united states currency eye- IMG_7364_web (Photo credit: kevindean)
Stockman, President Ronald Reagan’s first budget director, confronts us head-on with blunt truths we simply can’t handle. He argues that our current economy -- and recent prosperity -- aren’t real. Instead, they’ve been fueled by a series of artificial bubbles created by runaway deficit spending and reckless money-printing at the Federal Reserve. This is all going to lead to an epic crash, Stockman predicts, and next time around, there won’t be any bailouts.

I hate to say it, but most of us would rather the president and our representatives in Congress don’t cause us any pain. ... We elect our officials to create no discomfort for us, and they deliver.

Inspired by Stockman’s blunt assessment, I’d like to focus on three areas where all of us -- the White House, Congress, and citizens, too -- need a heavy dose of truth-telling: the unemployment rate, the unsustainability of healthcare, and the reality of America’s economic growth.
English: United States mean duration of unempl...
English: United States mean duration of unemployment 1948-2010. Data source: FRED, Federal Reserve Economic Data, Federal Reserve Bank of St. Louis: Average (Mean) Duration of Unemployment [UEMPMEAN] ; U.S. Department of Labor: Bureau of Labor Statistics; accessed August 14, 2010. (Photo credit: Wikipedia)

The unemployment rate in the U.S. is stagnant at best. Yes, the U.S. Department of Labor says the rate has dropped from 7.8% to 7.6%, but it’s actually frozen when you apply a more accurate measure. In simple terms, the Bureau of Labor Statistics’ survey of 60,000 households per month doesn’t count you as “unemployed” unless you looked for a job in the past four weeks.

I think it’s better to turn the number upside down and ask, “What percentage of the population does have a good job?” According to Gallup’s monthly payroll to population (P2P) survey of 30,000 adults, the employment situation has failed to improve recently and has remained relatively little changed year-over-year. Workers haven’t found the full-time jobs they’ve been seeking, and the labor force and unadjusted unemployment rates are flat.

Healthcare costs are out of control. We must confront this problem now... At $2.5 trillion annually, the U.S. healthcare tab is ... nearly two times the whole Russian economy. It’s also roughly twice the size of the whole Indian economy, and India has a billion-plus population.

The fact is, healthcare is breaking America faster than Social Security and other pension benefits. And healthcare is growing at an average of 6% per year, which means the new costs over the next decade will be a staggering $10 trillion over and above where we currently are.

Components of economic growth (Saari 2006)
Components of economic growth (Saari 2006) (Photo credit: Wikipedia)
We need authentic economic growth. While I agree with Stockman that the current booming stock market is an illusion driven by money-printing and deficit spending -- ... many of his solutions are more political in nature: ... I have a more straightforward fix: Restore and encourage the spirit of American free enterprise. ...

Chart of economic growth; from spreadsheet
Chart of economic growth; from spreadsheet (Photo credit: Wikipedia)
Whatever anyone in the White House or on Wall Street says, don’t forget that our economy is currently growing at a pathetic 1%, where we need a minimum of 2.5% GDP growth just to tread water, in my view. ... I think we need GDP growth of about 4.5% to get the economy humming again. We’re not going to get there with more deficit spending and with the Federal Reserve handing out more free money to investors.

What will get us to authentic economic growth and job creation is for federal, state, and local governments to do everything in their power to help America’s 6 million small businesses succeed. That means restoring their confidence in the future -- 30% of small-business owners are worried they may not be in business in 12 months, according to a Wells Fargo/Gallup Small Business Index survey -- and removing any barriers they may face. What most people probably don’t know is that small businesses -- not large enterprises -- create most of the good jobs in America.

Maybe Stockman’s political reforms are the right way to go, but whatever the case, I think that restoring the spirit of robust, free-market capitalism will cure most of our ills and put the country on a sustainable path for the future.

But first, we need to start telling ourselves the truth about what really drives prosperity and what’s just an illusion. David Stockman has done us all a favor by getting us to confront reality. Of course, I actually do recommend his book.
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Tuesday, April 16, 2013

Reassessing the Impact of Interim CEOs

CEO
CEO (Photo credits: www.myparkingsign.com)

Temporary appointments rarely result in poor firm performance


strategy+business magazine:

Southern Illinois University Carbondale
Southern Illinois University Carbondale (Photo credit: Wikipedia)
Authors: Vincent J. Intintoli (Southern Illinois University, Carbondale), Andrew Zhang (University of Nevada, Las Vegas), and Wallace N. Davidson III (Southern Illinois University, Carbondale)
University of Nevada, Las Vegas
University of Nevada, Las Vegas (Photo credit: Wikipedia)
Publisher: Journal of Management and Governance 
Date Published: December 2012 online; forthcoming in print
When a CEO steps down, most boards move quickly to hire a permanent replacement. But sometimes it makes more sense to name an interim successor, to give directors extra time to take stock of alternative candidates. It’s a risky move, though. Previous research has generally found that investors regard an interim appointment as a signal of failure by the board in its succession planning. Indeed, the few studies that have examined this scenario have suggested that firm performance is lower following an interim appointment than it is following a permanent hire.
However, it’s not quite as simple as that, according to this paper, which explores the reasons surrounding the predecessor’s decision to step down—specifically, whether it was a voluntary move, such as retirement, or whether the CEO was forced to depart as a result of board or shareholder pressure. Contrary to popular thought, the authors found that underperformance by interim CEOs was almost always restricted to cases involving a voluntary turnover—and that those cases were few in number.
In the study’s sample, nearly three out of four interim appointments came in the wake of forced CEO turnovers. In fact, interim successors were named in only 2.9 percent of the turnovers that involved a voluntary departure.
The authors based their findings on an analysis of turnovers from 1984 to 2007, using Forbes magazine’s annual compensation surveys of the largest 500 firms in the United States and information on S&P 1500 companies from the ExecuComp database. Consistent with prior research, the authors excluded turnovers related to mergers and acquisitions as well as interim successions that lasted less than 45 days. Overall, the sample consisted of 1,626 turnovers with 130 interim successions. Of the 1,626 turnovers, 1,275 were voluntary and 351 were forced; interim appointees were named in 37 voluntary cases and in 93 forced turnovers.
Accounts of departures were gleaned from database information and media reports. Voluntary turnovers were defined as those following a retirement or what the researchers called a surprise event—for example, when the CEO left to take another job, died, or stepped down for health reasons. Forced departures resulted from pressure applied by the board or founding family, or after the company was discovered to be involved in illegal activity or was embroiled in prolonged litigation.
After analyzing quarterly earnings reports, return on assets, and Tobin’s Q (the ratio of a company’s market value to the total value of its assets), the authors found almost no evidence of poor performance when boards hired interim CEOs following forced departures. What’s more, the poor performance of interim CEOs following voluntary departures was limited to operational metrics, and didn’t carry over to stock market returns.
Interim successions “do not necessarily signal a lack of strategic planning on the part of the board of directors and may represent an optimal response to the [departure] of the predecessor in cases of forced turnover,” the authors write.
Previous research has shown that forced departures are more likely to result in a power struggle among the top executives who remain at the firm, which can make it difficult for boards to identify and appoint a permanent successor immediately. An extended search process, therefore, could be beneficial in letting the executive suite settle down and in turning the firm around.
Bottom Line:
Interim CEOs’ reputation for presiding over declines in firm performance is undeserved. Companies fare worse only in the event that an interim replacement is named following a voluntary departure. However, the majority of interim appointments follow forced departures, and those CEOs appear to have a steady enough hand to afford the board time to find a suitable permanent replacement.


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Thursday, January 19, 2012

6 ways to fail your business


Logo of CBS News
Image via Wikipedia
 CBS News

By Jeff Haden
(flickr.com user The Doctr)
(MoneyWatch) 

Sure, businesses fail -- but are you failing your small business?

Here are six ways you could be failing your business:

Your eye has started to wander. You're bored with your business because, well, things have gotten a little stale. … You're thinking about forming other companies, or starting a side venture, and you pay less and less attention to your primary business. In the process results, relationships with customers and suppliers, and employee morale all suffer.

You focus on the wrong line. When revenue is down it's natural to focus on cutting costs, … Instead of focusing on the top line and growing sales, you cut and cut and cut until nothing is left. Sometimes it is impossible to save your way to profitability, and focusing on top-line growth is the only long-term answer.

You use "we" at the wrong times. You know there is no "I" in "team" so you try to say "we" -- but at the wrong times. … Use "I" whenever you personally make a mistake, and use "we" whenever you do something positive.

You network rather than sell. Networking is like sowing seeds. Selling is like harvesting crops. … Network some of the time -- sell all the time.

You're in it for glory. … You should serve your business. Your business should not serve you -- and especially not your ego.

You can't stop searching for that one big idea. … Most companies succeed through hard work, attention to detail, and consistent execution. Ignore ideas and small improvements while you search for that one incredible breakthrough and your company will fail. A big idea is unlikely to transform your business; executing lots of small ideas can build a great business.
© 2012 CBS Interactive Inc.. All Rights Reserved.
  • Jeff Haden Jeff Haden learned much of what he knows about business from managing a 250-employee book manufacturing plant. Everything else he picked up from ghostwriting books for some of the smartest CEOs and leaders in business. He has written more than 30 non-fiction books, including four Business and Investing titles that reached #1 on Amazon's bestseller list. Follow him on Twitter at @Jeff_Haden.
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Wednesday, January 18, 2012

What I Learned From Steve Jobs [real deal]

Growing Your Empire newsletter

Guy Kawasaki, American venture capitalist and ...
Image via Wikipedia
By Guy Kawasaki

Image representing Steve Jobs as depicted in C...
Image via CrunchBase
Many people have explained what one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I don't want any lessons to be lost or forgotten, so here is my list of the top 12 lessons that I learned from Steve Jobs.

1. Experts are clueless
Experts-journalists, analysts, consultants, bankers and gurus-can't "do" so they "advise." They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary. … Hear what experts say, but don't always listen to them.


Steve Wozniak - Apple Co-Founder
Image by Anirudh Koul via Flickr
2. Customers cannot tell you what they need
… If you ask customers what they want, they will tell you, "Better, faster and cheaper"-that is, better sameness, not revolutionary change. They can only describe their desires in terms of what they are already using-around the time of the introduction of Macintosh, all people said they wanted was better, faster and cheaper MS-DOS machines. The richest vein for tech startups is creating the product that you want to use-that's what Steve and Woz did.

3. Jump to the next curve
Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond?

4. The biggest challenges beget best work.

Image representing IBM as depicted in CrunchBase
Image via CrunchBase
I lived in fear that Steve would tell me that I, or my work, was garbage. In public. This fear was a big challenge. Competing with IBM and then Microsoft was a big challenge. … I, and Apple employees before me and after me, did their best work because we had to do our best work to meet the big challenges.

5. Design counts
… Mere mortals think that black is black, and that a trash can is a trash can. Steve was such a perfectionist-…and … he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.

6. You can't go wrong with big graphics and big fonts
Take a look at Steve's slides. The font is 60 points. There's usually one big screenshot or graphic. … So many people say that Steve was the world's greatest product introduction guy...don't you wonder why more people don't copy his style?

7. Changing your mind is a sign of intelligence
When Apple first shipped the iPhone there was no such thing as apps. Apps, Steve decreed, were a bad thing because you never know what they could be doing to your phone. … [Six] months later … Steve decided, or someone convinced Steve, that apps were the way to go-but of course. Duh! Apple came a long way in a short time from Safari web apps to "there's an app for that."

8. "Value" is different from "price"
… Price is not all that matters-what is important, at least to some people, is value. And value takes into account training, support and the intrinsic joy of using the best tool that's made. …

9. A players hire A+ players Actually, Steve believed that A players hire A players-that is people who are as good as they are. I refined this slightly-my theory is that A players hire people even better than themselves. It's clear, though, that B players hire C players so they can feel superior to them, and C players hire D players. If you start hiring B players, expect what Steve called "the bozo explosion" to happen in your organization.

10. Real CEOs demo
 
English: Steve Jobs shows off the white iPhone...
Image via Wikipedia
… [Why] is it that many CEOs call upon their vice-president of engineering to do a product demo? Maybe it's to show that there's a team effort in play. Maybe. It's more likely that the CEO doesn't understand what his/her company is making well enough to explain it. How pathetic is that?

11. Real CEOs ship
For all his perfectionism, Steve could ship. Maybe the product wasn't perfect every time, but it was almost always great enough to go. The lesson is that Steve wasn't tinkering for the sake of tinkering-he had a goal: shipping and achieving worldwide domination of existing markets or creation of new markets. …

12. Marketing boils down to providing unique value
Think of a 2 x 2 matrix. The vertical axis measures how your product differs from the competition. The horizontal axis measures the value of your product. Bottom right: valuable but not unique- you'll have to compete on price. Top left: unique but not valuable-you'll own a market that doesn't exist. Bottom left: not unique and not value-you're a bozo. Top right: unique and valuable-this is where you make margin, money, and history. …

Bonus: Some things need to be believed to be seen
When you are jumping curves, defying/ignoring the experts, facing off against big challenges, obsessing about design and focusing on unique value, you will need to convince people to believe in what you are doing in order to see your efforts come to fruition. … Not everyone will believe-that's okay. But the starting point of changing the world is changing a few minds. This is the greatest lesson of all that I learned from Steve.

***

Cover of
Cover via Amazon
Guy Kawasaki is the author of Enchantment: The Art of Changing Hearts, Minds, and Actions. He is also the co-founder of Alltop.com, an "online magazine rack" of popular topics on the web, and a founding partner at Garage Technology Ventures. Previously, he was the chief evangelist of Apple. Kawasaki is the author of nine other books including Reality Check, The Art of the Start, Rules for Revolutionaries, How to Drive Your Competition Crazy, Selling the Dream, and The Macintosh Way. Kawasaki has a BA from Stanford University and an MBA from UCLA as well as an honorary doctorate from Babson College.


Cover of
Cover via Amazon

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Thursday, January 5, 2012

The 5 essential functions of a great boss

The 5 essential functions of a great boss - CBS News: 'via Blog this'
Logo of CBS News
Image via Wikipedia
December 27, 2011 9:58 AM
By
Jeff Haden

(istockphoto)
(MoneyWatch)
Great business owners become great based on their actions. ... Results are everything.
But probably not the kinds of results you might have in mind.
Consistently accomplish these five functions and you, your company -- and most importantly your employees -- all reap the benefits. ...
1. Develop every employee. ... Without great employees, no amount of focus on goals and targets will pay off. Employees can only achieve what they are capable of achieving, so it's your job to help every employee become capable of achieving more.
... As a manager you owe it to your employees to provide the training, mentoring, and opportunities they need and deserve. In the process you listen, guide, and develop loyalty and commitment. Reviewing results and tracking performance is transformed from enforcement into personal progress and improvement -- both for the employee and for business.
Employee development is your primary responsibility as a boss. Spend the bulk of your time developing the skills of employees; goal achievement becomes a natural, long-term result.
2. Take care of problems immediately. ... Interpersonal squabbles, performance issues, inter-departmental feuds all negatively impact employee motivation, enthusiasm, and even individual work ethic.
Small problems never go away. They always fester and grow into bigger problems -- and when you ignore an issue, employees immediately lose respect for you. Without respect you can't lead.
Never hope a problem will magically disappear (or someone else will deal with it.) No matter how small, deal with every issue head-on.
3. Rescue a struggling employee. Every team has an employee who has fallen out of grace: Publicly failed to complete a task, blew up in a meeting, or just makes particularly slow progress. ...
When that happens it's almost impossible for the struggling employee to turn a corner on his own. ...
But that weight is not too heavy for you to move.
Before you remove a weak link from the chain, put your full effort into trying to rehabilitate that person instead. Step in and address the situation, but do so in a positive way. ... Express confidence, be reassuring, and most of all tell him you'll be there every step of the way.
Don't relax your standards, though. Just step up the mentoring and coaching you provide.
Granted, sometimes it won't work out, so see the effort as its own reward.
4. Serve others -- never yourself. ... Never say or do anything that in any way puts you in the spotlight, however briefly. ... Never say, "This took a lot of work, but I have finally convinced upper management to let us..." If it should go without saying, don't say it.
Your glory should always be reflected, never direct. When employees excel you excel. When your team succeeds you succeed. ...
Consistently act as if you are less important than your employees and everyone will know how important you really are.
5. Stay humble. ... Some admire what you have accomplished; most respect you for your hard work and achievements. So sometimes an employee will just want to talk or to spend a little time with you.
When that happens you can blow that person off, or you can see the moment for its true importance: A chance to inspire, motivate, reassure, or give someone hope for greater things in their life.
The higher you rise, the greater the impact you can make, and the greater your responsibility to make that impact.
© 2011 CBS Interactive Inc.. All Rights Reserved.
  • Jeff Haden

    Jeff Haden learned much of what he knows about business from managing a 250-employee book manufacturing plant. Everything else he picked up from ghostwriting books for some of the smartest CEOs and leaders in business. He has written more than 30 non-fiction books, including four Business and Investing titles that reached #1 on Amazon's bestseller list. Follow him on Twitter at @Jeff_Haden.
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Tuesday, January 3, 2012

The Seven Habits of Spectacularly Unsuccessful Executives - Forbes


Forbes
1/02/2012 @ 10:47
Eric Jackson, Contributor


Cover via Amazon
Sydney Finkelstein, the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth College, published “Why Smart Executives Fail” 8 years ago.
In it, he shared some of his research on what over 50 former high-flying companies – like Enron, Tyco, WorldCom, Rubbermaid, and Schwinn – did to become complete failures.  It turns out that the senior executives at the companies all had 7 Habits in common.  Finkelstein calls them the Seven Habits of Spectacularly Unsuccessful Executives.

… Here are the habits, as Finkelstein described in a 2004 article:

Habit # 1:  They see themselves and their companies as dominating their environment
This first habit may be the most insidious, since it appears to be highly desirable.  Shouldn’t a company try to dominate its business environment, shape the future of its markets and set the pace within them?  Yes,but there’s a catch.  Unlike successful leaders, failed leaders who never question their dominance fail to realize they are at the mercy of changing circumstances….
CEOs who fall prey to this belief suffer from the illusion of personal pre-eminence:…  As far as they’re concerned, everyone else in the company is there to execute their personal vision for the company. 
Warning Sign for #1:  A lack of respect

Habit #2:  They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests
…  We want business leaders to be completely committed to their companies, with their interests tightly aligned with those of the company.  But digging deeper, you find that failed executives weren’t identifying too little with the company, but rather too much.  Instead of treating companies as enterprises that they needed to nurture, failed leaders treated them as extensions of themselves.  And with that, a “private empire” mentality took hold.

CEOs who possess this outlook often use their companies to carry out personal ambitions.  The most slippery slope of all for these executives is their tendency to use corporate funds for personal reasons.  … Being the CEO of a sizable corporation today is probably the closest thing to being king of your own country, and that’s a dangerous title to assume.
Warning Sign for #2: A question of character

Habit #3:  They think they have all the answers
… Leaders who are invariably crisp and decisive tend to settle issues so quickly they have no opportunity to grasp the ramifications. Worse, because these leaders need to feel they have all the answers, they aren’t open to learning new ones.

…  Leaders who need to have all the answers shut out other points of view. When your company or organization is run by someone like this, you’d better hope the answers he comes up with are going to be the right ones.  …
Warning Sign for #3:  A leader without followers

Habit #4:  They ruthlessly eliminate anyone who isn’t completely behind them
CEOs who think their job is to instill belief in their vision also think that it is their job to get everyone to buy into it.  Anyone who doesn’t rally to the cause is undermining the vision.  Hesitant managers have a choice: Get with the plan or leave.

The problem with this approach is that it’s both unnecessary and destructive. … In fact, by eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise.  Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters.  …  Eventually, these CEOs had everyone on their staff completely behind them. But where they were headed was toward disaster.  And no one was left to warn them.
Warning Sign for #4:  Executive departures

Habit #5: They are consummate spokespersons, obsessed with the company image
You know these CEOs: high-profile executives who are constantly in the public eye.  The problem is that amid all the media frenzy and accolades, these leaders’ management efforts become shallow and ineffective. …

Behind these media darlings is a simple fact of executive life: CEOs don’t achieve a high level of media attention without devoting themselves assiduously to public relations.  When CEOs are obsessed with their image, they have little time for operational details. …

As a final negative twist, when CEOs make the company’s image their top priority, they run the risk of using financial-reporting practices to promote that image.  Instead of treating their financial accounts as a control tool, they treat them as a public-relations tool. The creative accounting that was apparently practiced by such executives as Enron’s Jeffrey Skilling or Tyco’s Kozlowski is as much or more an attempt to promote the company’s image as it is to deceive the public: In their eyes, everything that the company does is public relations.
Warning Sign of #5:  Blatant attention-seeking

Habit #6: They underestimate obstacles
Part of the allure of being a CEO is the opportunity to espouse a vision. Yet, when CEOs become so enamored of their vision, they often overlook or underestimate the difficulty of actually getting there.  And when it turns out that the obstacles they casually waved aside are more troublesome than they anticipated, these CEOs have a habit of plunging full-steam into the abyss.  …

…  Some feel an enormous need to be right in every important decision they make, because if they admit to being fallible, their position as CEO might seem precarious. Once a CEO admits that he or she made the wrong call, there will always be people who say the CEO wasn’t up to the job.  These unrealistic expectations make it exceedingly hard for a CEO to pull back from any chosen course of action, which not surprisingly causes them to push that much harder.  …
Warning Sign of #6:  Excessive hype

Habit #7: They stubbornly rely on what worked for them in the past
Many CEOs on their way to becoming spectacularly unsuccessful accelerate their company’s decline by reverting to what they regard as tried-and-true methods. … Instead of considering a range of options that fit new circumstances, they use their own careers as the only point of reference and do the things that made them successful in the past.  …

Frequently, CEOs who fall prey to this habit owe their careers to some “defining moment,” a critical decision or policy choice that resulted in their most notable success.  … The problem is that after people have had the experience of that defining moment, if they become the CEO of a large company, they allow their defining moment to define the company as well – no matter how unrealistic it has become.
Warning Sign of #7:  Constantly referring to what worked in the past

The bottom line: If you exhibit several of these traits, now is the time to stamp them out from your repertoire.  If your boss or several senior executives at your company exhibit several of these traits, now is the time to start looking for a new job.
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