December 18th, 2008 admin
Leadership issues have grabbed the attention of the media this year. From Wall Street to Main Street leaders and their antics created allure for paparazzi and journalists. From January through December 2008, professionals from a myriad of industries carved their niche into celebrity status.
While many Americans are trying to place the antics and affects of 2008 behind them, it is time to honor those that created headlines, hysterics and horror. Numerous leaders created more chills and thrills than the video game Grand Theft Auto. The Leadership class of 2008 is certainly memorable- and not for many humanitarian reasons. The staff at Stevens Consulting Group honors the foibles of those honored Leaders in the 2008 Hall of Shame.
5) Angelo Mozilo/CEO Countrywide – Mozilo, who founded Countrywide built and destroyed the leading provider of national mortgages is one of the most egregious on our top 20 list. With oncoming foreclosures a melting stock market and numerous downsizings, Mozilo manufactured a buyout of his firm, severance packages for him and his executive team and still manages the lifestyle of the rich and famous. Mozilo is certainly a legend in his own mind.
4) Merrill Lynch Board of Directors/Stanley Gault – Accountability clearly met its match when Stanley Gault former CEO of Merrill Lynch was terminated in December 2007. Merrill Lynch’s Board deserves a standing ovation for giving Mr. Gault over 161 million dollars in severance. Hmm. Mr. Gault lost $8 Billion in the last quarter of 2007 and was still rewarded, makes you think what would happen if he lost more money? Further, after Gault’s departure, Merrill Lynch signs on John Thain for $50 Million. Obviously there is a printing press in the basement of World Financial Center.
3) President George W. Bush – Just when America needs leadership, George Bush hides from the media. Gasoline skyrockets to almost $5 per gallon, the war in Iraq continues to advance and the stock market falls mightier than the falls in Niagara, but Bush says little. When citizens are in peril they seek guidance and leadership from those in command. January 20th cannot come soon enough!
2) John Thain CEO/Merrill Lynch – What is there to say of the individual John Thain. Mr. Thain gains a $50 million package to help bail out Merrill Lynch and in the first quarter losses $9 Billion dollars and in quarter three of 2008 manages to sell the firm to Bank of America and then secures the top position. Wait, there is more. Just a few short weeks ago, Mr. Thain negotiated, no argued with the Merrill Lynch Board of Directors for the entitlement of a $10 Million bonus. Only days later Bank of America announces a downsizing of 35,000 employees. Who is more egregious Mozilo or Thain? Tie ball game here and both should be ejected for illegal procedure.
1) Securities and Exchange Commission/Bernard Madoff and 3 Automobile Executives – This year for the first time we have a tie for first place, beginning with the top three automobile executives. It is impossible to think that without a strategy and plan, one can win at anything. Yet because of muscle and history, three automobile executives come to Capital Hill pleading for taxpayer dollars. And, they wonder why the bubble burst after the dot com debacle! Manny, Mo and Jack should all be penalized for a lack of control, a lack of leadership, a lack of strategy and a lack of brains. No homeless person requests money driving a Cadillac. All three should be shown the ejection button.
Finally, just when all was beginning to settle we come to find a 70-year-old Wall Street trust bilking droves of friends, family, foundations and peers from billions of dollars. Worse yet, the SEC had Mr. Madoff and then let him go because they trusted him, how nice, they trusted Hussein too! Accountability is the most prominent issue when it comes to leadership and obviously the SEC lacked.
Until next year and a new class of entrants, Happy Holidays.
©Drew J. Stevens PhD. All rights reserved.
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November 10th, 2008 admin
One of the most provocative topics in present business is leadership. Managing, motivating and directing organizations is challenging, however, guiding personnel is more challenging. Recent research abounds on helping leaders motivate and improve morale, and most solutions fail.
While the available research is useful, it encapsulates issues denoting immediate change. The primary challenges are that in order to change results, beliefs must change, and further change can result from an event such as training or a workshop. Organizations, employees, and notably behavior will not change with one program. Changing beliefs requires a process. This helps stimulate attitudes and beliefs. When organizations develop a process methodology, silos decrease, productivity increases, and morale improves.
During our 15 years of research with hundreds of small and multinational organizations and business leaders, we find a lack of process. We believe that business functions similar to athletics; they both require commitment, energy, and practice. Leaders must take new processes, allocate accountability and time, and apply process principles. We developed PRACTICE to assist leadership deployment.
P – Personnel Comes First
The vital asset of any organization is an employee. Internal stakeholders are the nucleus of organizational function and production. Loyal core provides results and profits. Leaders must acquire, develop, and communicate to the core. Organizational culture exemplifies employee assets. Personnel retention and morale are higher when culture focuses on employees. Loyal employees like loyal clients assist in profitability.
R – Relationships with key Stakeholders
A study by the Corporate Leadership Council reveals the tremendous impact managers have on an employee’s level of commitment. It is imperative to note that individuals do not leave companies - they leave poor managers. Failure to build inter-office and departmental relationships contributes to negative morale. Research shows that taking time to build relationships with employees through personal interaction is a key step for high morale. Employees need to feel trust and respect.
A - Attentiveness to Strategy
Many leaders pay many large consulting firms, exorbitant fees for strategy. The only problem, the research remains in an office bin or shelf. The problem with strategy is two-fold, 1) executives that do not understand or believe it and 2) a failure to communicate the strategy to all organizational stakeholders. Strategy cannot sit on a shelf. Similar to blood through veins, strategy must produce within all functional levels. Failure to communicate speed, direction, and fuel consumption eventually leads to a tragic crash or a lost vehicle.
C – Communication Essentials
Research into leadership illustrates an interesting correlation with famous and egregious leaders. Ironically, both groups exemplify superfluous oratory. Leaders understand the need to communicate. Announcements good or bad provide feedback required by employees to understand purpose and direction. A failure to communicate is a failure to lead.
T – Talent Acquisition
1. Start with the right people. No firm we work with ever hires on a proactive basis. Most firms conduct employment searches reactively. Seek employees that fit with the organizational culture and with the obligatory skills. Never wait!
2. Hire for skill – Talent is innate. Organizations hire for personality and behavior first and skill second. Skill is not interchangeable, behavior is. A great hire might have a wonderful temperament and lack the skill to plug a socket into an outlet. I recall a five star hotel that hired another level of housekeeping to repair floors. Hire the right people for the right job and lower costs.
3. Look at best practices from best people – Management focuses on “fixing those that cannot” rather than “improving those that can”. Icons of performance exist in your organization. Discover what they do right and encourage others to emulate it.
4. Passion – In the 1980’s Sylvester Stallone appeared again as Rocky this time with a theme, “Eye of the Tiger”. What a great metaphor for valuable talent. Seek to acquire talent that truly loves work.
I – Investments in Assets
Investment in the number one asset- people is vital. Never terminate training when results lower, rather increase them. The time for improvement is when things need improvement not when they are working well.
C – Cultural Strategies
Leaders develop the culture and those that do, have skin in the game. Apple UPS, Southwest, and many others illustrate an uncompromising need to serve clients and treat employees well. Develop cultures that strive for greatness not adversity.
E – Evolving with the Enigma
Organizations are enigmas just when you gain a resolution they change. Organizations must be open to and flexible with change. However, doing so requires critical, consistent, and collaborative analysis. Obtain a team that provides honest feedback, timeliness, and insight.
Similar to the athlete striving for perfection, leaders too must practice to alleviate imperfections. The best leaders constantly evaluate, seek success, and adopt new methods of improvement.
© 2008. Drew J. Stevens. All rights reserved.
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October 8th, 2008 admin
I just completed my morning coffee and dose of Wall Street Journal when I read that AIG the world’s largest insurer, spent $440,000 on a posh California retreat for its executives, complete with spa treatments, banquets and golf outings, the expense-spent days after a massive billion-dollar bail out. These egregious individuals used money-borrowed money for an annual sales feast.
Not only is there issue with the timing of the event, but also once again, we take issue with leaders that lacking critical thinking, empathy, and humility. While many pundits find concern with interest rates and liquidity, the true issues lie in the leadership of many banking and credit institutions. The avaricious leadership of many organizations operates in a callous vacuum with little concern for its most vital assets- employees and customers. The items binding these assets to leaders are trust and respect, which appear to feverishly diminish. The problem with many of these leaders is creating a Darwinian environment. It is difficult to question the morale and productivity issue when so many leaders are narcissists and employees abhor their leaders.
Fortunately, there is a microcosm of these leaders. Many others understand the value of the employee and the mantra of customer first. Curiously, what is it that separates quirkiness from exemplary? We believe it comes down to six basic premises.
Exemplars. It seems ages ago, but leaders once were within organization. Names such as Iacocca, Lincoln, Ford, etc, were associated with pragmatism and trust. Very few leaders allow innovation, collaboration and excel at organizational communication. Present leader must illustrate vision and value. They need to say what they mean and mean what they say. When more leadership personifies with names such as Jobs, Kelleher and Barrett, the trust factor will return.
Accountabliity. Our firm speaks of this much simply because there is not enough. Leadership simply does not hold individuals accountable. In addition, current boards of directors do not hold leaders accountable. Ethically – speaking boards and their directors continue morale corruption stemming from perennial relationships. These must terminate. Boards must develop from strangers and stakeholders that desire organizational best interests. Further, boards and executives must be accountable. Our research with Power Managing Resources illustrates the need for leaders to be accountable. Rather than pacify with bonuses, and options, underperforming leaders must amend or terminate.
Action. Similar to issues of accountability, organizations must require timetables and action steps. Employees and executives bemoan work. We often hear how occupied individuals are. We constantly hear of the complaints related to massive workload. However, statistics show that workload relates to procrastination. If organizations are so busy individuals would not have time for cigarette breaks, lunch or in the case of AIG spa outings.
Ethics. Where are the ethics in organization? After the debacle of Enron and World Com, Congress developed the Sarbanes-Oxley Act to protect against flagrant behavior. Organizations cannot provide an ethics assessment for each leader, but clearly, organizations with issues lack leaders with integrity. When Boards of Directors place more checks and balances on the leadership, perhaps there is a return to normalcy. You might consider our workshops to aid your issues.
Communication. Where is the feedback in organizations? Leaders must provide consistent and constant communication. A study by the Corporate Leadership Council in 2003 reveals leaders have a tremendous impact on an employee’s level of commitment, of which 70% is relationship. If communication is the core of any relationship, leaders cannot overlook the most vital tool. If leaders are too absorbed begin leaders, perhaps it is time for a change.
Trust and Respect. When leaders lose trust, they lose everything. We use an exercise in our workshops comparing good and bad leaders. The core or each is charisma and trust. Followers that trust leaders, do anything for them. Review history for great examples, from Attila the Hun, to Hitler to Saddam Hussein; the respective followers right or wrong, place all their faith because of trust. Similar to communication, trust is the core of great leadership.
There is a ferocious wind blowing at Wall and Main Street, a wind so fierce that it resembles a horrific tornado. So quick are the winds that corporations struggle at times to secure their foundations. These are the winds of change. There is change is financial markets, change in credit markets, change in demographics and changes in trust. The winds will disperse when leaders lead, become compassionate, and enliven trust. Until then, the winds will constantly blow from rage, suspicion, and avarice. Leaders help the meteorologist forecast better days ahead.
2008. Drew Stevens. Ph.D. All rights reserved.
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October 3rd, 2008 admin
A recent book from Lee Iacocca reminds me of the issues pertaining to leadership in America today. In his, book “Where have all the Leaders Gone? Mr. Iacocca reminds us of the ethical issues inherent in our system and challenges leaders to make amends. Greed and narcissism take hold in our society and change must follow. Leaders today use too many freedoms that create too much separation from the employees.
I recently rang off with a client who indicates to me required cost cutting given today’s economic upheaval. Items such as cup sizes; pens, pencils, space allocation etc are all under review. Yet most interesting executive bonuses, salaries, and benefits remain. Leaders today must be examples not narcissists. Being a leader requires being an example to all not one above the rest.
In the late 90’s, Colin Powell provided insight on a book on leadership in which he states, “Being responsible sometimes means pissing people off”. Agreed, but leadership is about trust and respect, little exists when employees are continually annoyed. Attrition increases and morale too. When productivity lacks, who really must be accountable?
Leaders today must constantly strive to challenge the employees and the system. The “aint broke don’t fix it” rule is not longer applicable. The days of the status quo ended and individuals and the culture as a whole must change to remain competitive.
Leaders need to act in harmony with employees and ensure equal treatment of all. Cultures where this practice occurs frequently include McDonalds, Fed Ex and UPS where employees and management are one. Why is it that some leaders build a culture of enthusiasm and energy and others self-fulfillment? Herb Kelleher, Steve Jobs, and others all exist to build a culture based on output to the employee and customer. Businesses suffer when leadership exists in a chasm. Businesses must emphasize focus for the customer.
Finally, leadership requires oversight and there exists little. Oversight committees and boards must help leaders change methods. Avarice does not assist stakeholder’s only self. Metaphorically, leaders must regain their site on the ball and stop stranding stakeholders and employees in sand traps. Organizational life is not an individual sport, it requires, moxie, persistence and a team effort.
2008. Drew J. Stevens All rights reserved.
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September 26th, 2008 admin
Emerson states, “Nothing great was ever achieved without enthusiasm”. A majority of the issues related to worker productivity stem from enthusiasm or the lack thereof. Individuals simply go to work despite their abhorrence of their employer, the monotony, and the products. There is no passion or pride.
Much of this issue stems from practices embedded within an organizational culture affecting morale and productivity. These include:
• Leadership not serving as exemplars – some leaders today are narcissists, demeaning and ruthless. More importantly, leaders’ salaries can exceed employee pay by 425 times the average worker. Leaders need to act in harmony with employees and enure equal treatment of all. Cultures where this practice occurs frequently include McDonalds, Fed Ex and UPS where employees and management are one.
• Little or no accountability - The United States economic system is currently in financial turmoil and no one is accountable. Employees need to know that mistakes may count for learning but criminals are punished for repeat offenses.
• Career planning and succession planning is null – simply put there is no succession planning. Most CEOs and senior managers join an organization from competitive industries and companies. Whatever happened to the mailroom climb?
• Too many silos and departmental infighting – Companies are in business for one reason- to create clients. End the infighting and focus on the most vital asset!When the fighting ends (and everybody understands their reason for being employed) perhaps harmony arrives.
Causes of low morale correlate to the organization, its culture, and its management. After 25 years of research in this area, we find five factors contributing to organizational morale. A study by the Corporate Leadership Council revealsthe tremendous impact managers have on an employee’s level of commitment. It is imperative to note that individuals do not leave companies - they leave poor managers. Organizational mis-management contributes to negative morale. As recent as 2006 the Gallup Organization estimated there were 32 million actively disengaged employees costing the American economy up to $350 billion per year in lost productivity. Such loss includes absenteeism, tardiness, and poor work.
To dilute the productivity impact, research shows that taking time to build relationships with employees through personal interaction, is a key step managers can take to keep morale high. Employees need to feel trust and respect from their managers. Employees desire feedback from management to understand their work matters.
Ending the morale issue is not easy but there are cures.
1. Begin with talent acquisition – Start with the right people. No firm we work with ever hires on a proactive basis. Most firms conduct employment searches reactively. Seek employees that fit with the organizational culture and with the obligatory skills. Never wait!
2. Hire for skill – Talent is innate. Organizations hire for personality and behavior first and skill second. Skill is not interchangeable, behavior is. A great hire might have a wonderful temperament and lack the skill to plug a socket into an outlet. I recall a five star hotel that sought advice to correct housekeeping flaws. After five minutes, it was easy enough to terminate staff and find those without flaws.
3. Look at best practices from best people – Management focuses on “fixing those that cannot” rather than “improving those that can”. Icons of performance exist in your organization. Discover what they do right and encourage others to emulate it.
4. Passion – In the 1980’s Sylvester Stallone appeared again as Rocky this time with a theme, “Eye of the Tiger”. What a great metaphor for valuable talent. Seek to acquire talent that truly loves work. Passion too is innate. Employees must love what they do and how they do it. When passion is high so too is morale.
5. Focus on the Customer - Managers, the organization, and the employees must vehemently focus on the customer. Remember Winnie the Pooh, try finding Eeyore amongst staff at Disney; Southwest Airlines and FedEx, all intensely focus on servicing the client.
Lastly, managers must constantly strive to provide feedback to employees. Feedback is not an annual performance review event. It is imperative that daily communication exists for good information and improvement. Coaching, counseling, and mentoring are components of organizational morale. In addition, many attend church and hear the words, “It is right to give thanks and praise”. Many watch professional sports and view coaches coddling athletes. We can learn something here; simple words of thanks and praise constantly improve morale and employee relationships.
Finally, the first item terminated during economic volatility is training. Research finds that employees are assets and require that treatment. Never stop training; this improves productivity and morale at all times.
Issues of low morale and productivity are onerous, volatile, and difficult to control. There is a need for management, the organization, and the individual to assist with success factors. Much is dependent on the desire to change; methods chosen and consistent follow through. However, if you do nothing you still have a morale issue. Take the time, seek remedies, and keep morale high. Doing so, lowers attrition, improves productivity, increases profitability and most importantly- reduces stress.
© 2008. Drew J. Stevens Ph.D. All rights reserved.
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July 28th, 2008 admin
Secrets of Leadership Success
Drew Stevens Ph.D.
A recent IBM Global Human Capital Study mentions that 40 percent of organizations believe that a lack of leadership capability is one of the primary workforce related issues. As companies and employees grow and mature one of the ailments of many organizations is developing the needed bench strength for the future.
As researchers in this area we notice several factors that contribute to these issues:
1. Succession Planning – Both an aging workforce and ineffective succession planning continually impact leadership development. A recent Wall Street Journal article “Hiring a CEO from the Outside is More Expensive” depicts the issues organizations face due to ineffective succession planning. Executive pay tracker Equilar found that firms typically pay 65% more to hire outside CEO’s. With burdensome profits and a failing economy organizations need to save costs wherever possible.
2. Knowledge Management – We live in a knowledge economy and as oftentimes written when individuals leave organizations, they take with them knowledge. Content is king and much as heirs and heiresses pass down fortunes, knowledge must be treated similarly. Leaders must allow employees to cross pollinate and learn each area of the business. In the not too distant past many CEO’s began in the mailroom.
3. Talent Acquisition – The best method for succession planning begins with hiring the right people. Not enough firms spend time here. According to a 2007 study of 37,000 employees (Manpower), 41 percent of companies worldwide are having trouble finding suitable talent. Make this a priority. Look inside and outside the organization for those individuals that can impact the organization.
4. Skill Acquisition – Productivity begins with understanding the job function, the industry and the competition. Not enough time is spent on training and development. Too many firms use elearning and software to augment human interaction and investment. However, firms are not seeing sufficient returns. For production to rise, more commitment must be spent on training and development. Further most organizations believe that a one time training event will boost productivity. This is untrue. Training is an inducement to change behavior, such augmentation taking months to rehabilitate. Training is an investment, a process that must be taken seriously.
5. Dichotomy – The success of FedEx, Disney, Southwest and many other top-flight organizations is the spirit and passion binding the culture. Individuals love leaders that communicate, respond to queries and allow all to share a common voice. Participative management is a leadership trait envied by many.
Leadership today requires a different business strategy. While many have coined phrases such as Sale, Web and Business 2.0, there is also a need for Leadership 2.0. With so much change and turbulence there is a need for a nimble, faster and yet pragmatic leader. The need for knowledgeable quick leaders is more prevalent then ever before. Organizations must work smarter not harder to remain competitive and the successful leader is pinnacle to its success.
©2008 Drew Stevens Ph.D. All rights reserved.
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February 26th, 2008 Drew Stevens
Where have all the leaders gone
Watching the news recently I took note of a recent report featuring Countrywide Mortgage. This is the same firm caught in the hailstorm of the sub prime mortgage scandal. Just a few prudent facts, the firm has laid off hundreds of employees, created a panacea in the financial markets, and was recently purchased because of cash flow issues.
The firm canceled plans to host a business summit at a posh Colorado ski resort. The company was to host 30 mortgage bankers for three nights at the Ritz-Carlton Bachelor for over 750 dollars per evening. What was the firm thinking? Why don’t shareholders hang the CEO for such malfeasant behavior?
We currently live in an avaricious world catering to individuals that produce little results and get paid enormous sums. It is time for individuals to stand up and challenge the norms. One simply needs:
Curiosity – become curious and ask the provocative questions. I attended a meeting recently where the CEO was telling everyone that this product needed to be implemented amongst all staff in 60 days. I challenged this by suggesting that time frames, strategy and accountability were all off. People we aghast I challenged “authority”. Successful leaders ask the difficult questions and when in doubt get buy in from others.
Communication – There is a general failure in communication. The proliferation of the Internet has created a conundrum or misunderstood and often misunderstood information. True leaders understand the power of communication and the importance of it. Martin Luther King, Abraham Lincoln and John F Kennedy were great orators. Successful leaders study the classics.
Character – Dale Carnegie once stated, ““Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.” Too many leaders are caught up in the panacea of titles. Worry more about who you are rather than what you are. Clearly, Countrywide is micofocused on titles.
Passion – There is nothing more important that servicing your clients well. True passion is found from leaders that have a stake in company issues such as Steve Jobs. Michael Dell et al. Founders with a personal stake know better how to boost earnings and impassion the entire company. Their personal desire is for all to achieve. True leaders are not self-centered, all are nurtured for success.
It is time to find the new leaders that can implement strategy, impassion and work team and provide better returns for shareholder value. It is time for a new set of leaders to sacrifice and ensure success for all. It is time for true leaders to stop lining their own pockets and spread the wealth. It is time for true leaders to say NO.
©2008 Drew Stevens PhD All Rights Reserved.
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May 12th, 2007 Drew Stevens
What and who is a leader? “The Webster’s Dictionary defines leader as a person who by force of example, talents or qualities of leadership plays a directing role, wields commanding influence, or has a following in any sphere of activity or thought. It defines leadership as that ingredient of personality that causes men (and/or women) to follow.
Enthusiasm, dedication and charisma are some of the more important characteristics of leadership. Leaders are seen as good and evil and take on many personalities and roles, from managers or coaches to world leaders. It is believed that every leader posses a charisma that provides change and success. Thus leadership begins with vision, concern and mentorship.
Contrasting the belief of vision and concern are ten important themes that help leadership. It is my belief that by not adhering to the ten traits, leaders not only fail but bring chaos to organization. To assist in creating a balanced organization, and good stewardship, I offer to the leaders the following thoughts based on LEADERSHIP.
L = Listening
Good listening is required in order to understand employee attitudes and motivators, Get to know your employees by asking lot of open-ended questions. When you ask questions, you have a chance to listen, and when you listen, you begin to better understand employee motivations, body language and issues. Get them to speak of issues that confront them and enable them to find solutions. Offer challenges to corporate issues with solutions. And, provide credit to the employee with a solid reply.
E = Enthusiasm
Employees want to be motivated. This begins with positive energy and positive commitment. Your personal ills and corporate pressures are unimportant to your employees. They are concerned about number one- them. In good times and bad you must always express a positive and energetic attitude. Finish line energy gets finish line results.
A = Awareness
Be aware of issues that are non-verbal. Leaders must have keen sense that denote when employees are happy, frustrated, tired or overwhelmed. You must sense the issue and eliminate it quickly so that you keep organizational harmony.
D = Decisive
Employees loathe procrastinators, even procrastinators! They want quick, decisive and meaningful replies. Leaders do not ponder, they make quick decisions to difficult problems and find immediate solutions.
E = Equal
The cliché “equal pay, for equal treatment” is so true. Leaders do not treat employees based on title, age, race, religion et. al. Leaders understand that “everyone” and “anywhere” in the organization is equal. Leaders go by the principle that the sum of the parts is greater than the whole.
R = Reward
Adults desire more than just money with work. They desire recognition, and kudos for a job well done. However, in today’s marketplace, employees although happy, are looking for more contentment from their current job. This sense of pride and self-worth is a large issue for most people.
If people feel that they make a difference, they will care about organizational objectives, if not, apathy emerges. In sum, the job affects the person and the person affects the job. So what can be accomplished to gain a better sense of company pride and loyalty? Establish a reward system and watch the attitudes soar!
S = Shallow Mission/Vision
Leaders understand the reasons of having corporate and divisional mission and vision statements. These statements of purpose enable employees to understand,1) Who the firm is, 2) Where they are going? and 3) How they will get there. True leaders establish missions as a roadmap to future success.
H = Hypocrite
Leaders make decisions and stick with them. Leaders understand that reversing decisions make them a hypocrite. Further leaders take action when they offer action. For example, if a leader decides employees need training, he or she too takes the training. If a leader decides pay cuts are necessary to preserve profits they too take a cut. Leading by example creates a happier employee core and loyalty; contradicting the efforts creates dispassion, disbelief and attrition.
I = Isolate
Leaders believe in team work and team play. Every employee counts toward the bottom line. Leaders do not isolate themselves from the team and do no isolate the team from each other. As the saying goes, “There is no “I” in team”
P = Positive Communication
In good times and in bad leaders create positive communication and feedback to employees. Positive and meaningful communication creates loyalty and mutual exchange of ideas and attitudes. When ideas are fresh and positive, profits and productivity soar!
The Finish Line
The leader of tomorrow is changing from the top down style of management to a collegial approach where all become counterparts. Working together creates the compassion for work and productivity that both sides seek. Leaders who have created this style of management have names on the front door such as Cisco, UPS, Home Depot, Lowes, Wal-Mart, et al. These leaders are change agents and strive to become not only recognized brand names but also recognized leaders. Employ the ten leadership traits, enculturate these in your organization and daily efforts and watch productivity grow.
About the Author
Drew Stevens PhD assists organizations sell more in less time through high level sales and customer service information sessions and consulting. Drew is the author of 4 books including Split Second Selling and Split Second Customer Service. Drew Stevens has been interviewed frequently in the media and his clients include American International Group, AT&T, Hilton Hotels, The Federal Reserve Bank and Reliv International, The New York Times, Mercy Health Plans, Quicken Loans, and over 200 leading organizations. Drew is also the owner of the Split Second Sales Institute which assists productivity for international sales leaders. For more information please visit www.gettingtothefinishline.com — or call 877-391-6821.
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April 20th, 2007 Drew Stevens
Challenges Confronting Today’s Leader
Drew Stevens Ph.D.
There exists a myriad of issues confronting present leadership. Each business and industry is acutely unique that it is at least imperative to communicate him or her.
1. Talent acquisition & management - A recent Business Week article suggests that American business currently suffers from a lack of talent especially in the fields of sales and computer programming. Companies lose at least 57% productivity when divisions and departments lack the fullness of staff.
2. Revenue/earnings enhancement – Shareholders today are keenly aware of earnings due to the proliferation of the Internet. With CEO pay and economic volatility, earnings are at the forefront of leadership stress.
3. Performance management, accountability for predetermined results – Similar to earnings and due to the myriad of media, CEOs must maintain accountability to shareholders, employees and directors. While most maintain decorum, it is vital to refrain from the cover of The Wall Street Journal’s list.
4. Management/leadership development, performance, & motivation – There is much talk related to the need for leaders to become mentors and motivators. The best talent comes from within the corporate walls. Productivity and morale are enhanced with upward movement yet many desire to hire outside workers delaying production and earnings.
5. Pricing and/or market positioning – The flattening of the world has caused desperation to price products according to competitive analysis. Price your products according to market demand.
6. Product or service developments – Innovation must return to corporate America. While the Internet has produced intangible products and millionaires, it has always been innovation that has driven the myriad of product revolutions.
7. Employee (individual contributor) productivity – Research amongst 3500 employees illustrates employees desire to be a part of a company’s success. Maslow’s Law is essential employees desire to be a part of the process.
8. Employee benefits costs – Economics has placed a huge burden on healthcare costs, however, smoking reduction, and wellness programs can all aid savings to the bottom line.
About Drew Stevens Ph.D.
Drew Stevens is a sales expert who assists your organization to sell and service clients in less time. Drew is the author of six books including Split Second Leadership, Split Second Selling and Split Second Customer Service. Drew has over 150 articles on selling and service and is frequently called on the media for his expertise. For more information, contact Drew at 877-391-6821 or drew@gettingtothefinishline.com.
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