Executive Times |
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Volume 2,
Issue 1 |
January, 2000 |
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will …..
Many individuals practice
a tradition of making resolutions at this time of year. Often, these
resolutions focus on a particular area for self-improvement. Following the
holiday eating season, some people resolve to lose weight; others resolve to
begin or increase an exercise program. Some individuals resolve to
re-allocate their time to align activities with priorities. Some of the most
ambitious (or compulsive) among us re-write personal goals at the beginning
of each year, and start on to-do lists toward achieving those goals. We
remember reading a long time ago that it takes about three weeks of
repetitive performance to acquire a new habit. If most of us are capable of
keeping focus on a habit for three weeks, why is it then that so many New
Year’s Resolutions get broken? Maybe it’s because most of us really hate to
change. Successful executives, in
particular, can become comfortable with their current habits and practices.
There’s no good reason to change what seems to be working. At the same time,
many executives find their lives out of balance: too much time taken up by
some areas of life, and not enough time for other areas. Throughout this
issue, we’ll provide some thoughts about resolutions and change and propose
ways to make this year a successful one for you and for your organization. What
resolutions have you made for this year? Have you disclosed those resolutions
to someone else who can help you achieve the results you desire? Are your
resolutions aligned with your priorities? Are some of your resolutions the
same ones you’ve made in prior years? How do you feel about the progress
you’ve made? How likely are you to fulfill this year’s resolutions? What do
you plan to learn this year, and how will you acquire that learning? First things
first
Dealing with conflicts of interest The principles and values
that we hold as individuals and organizations provide the foundation for
success. All observers of individual and organizational behavior can compare
what we do against what we say we will do. After questions arose relating to
a profit-sharing relationship between The
Los Angeles Times and Staples that crosses boundaries between the
commercial and editorial components of the newspaper (see The Wall Street
Journal 12/20/99),
the company took specific actions. Here’s one statement the company made
about this issue: “Recently,
our journalistic integrity came under suspicion. In October, we published an
issue of the Los Angeles Times Magazine devoted to the opening of Staples
Center. As our stories noted, The Times is a founding sponsor of Staples, but
we did not disclose to our newsroom or to you, our readers, that we shared
the profits on this issue of the magazine with Staples. That was a mistake.” The Times decided to
revisit their policies and published what they call “principles of editorial
integrity”. These principles are intended to give direction and guidance to
employees, especially when there are choices to consider. The principles
clarify that in the event of conflict between the commercial interests of the
company and its editorial mission, editorial integrity comes first. (Link here to
read the Times statement of principles.) The Times also put one of their
media reporters, Pulitzer-prize winner David Snow, to work on an
independent report that the paper published in late December. Is the
guidance and direction you provide to employees adequate for them to behave
in ways that are aligned with the principles and values of your organization?
In the event of conflict, what comes first? Would employees agree with your
answer to what comes first? Would they agree that you act in ways that
reinforce the values and principles of the organization? When employees in
your organization make mistakes on matters of principle, what happens? Core values Time named amazon.com CEO Jeff Bezos as person
of the year, so what can we learn from that executive about putting first
things first? Here’s one quote: “Amazon credits its Six Core Values —
Customer Obsession, Ownership, Bias for Action, Frugality, High Hiring Bar
and Innovation — for its success.” Many leaders and organizations define core
values as a way to describe the kind of workplace environment that is
desired. What are your core values? Are those integrated with or separated from your behavior at work? Are your personal values aligned with your organization’s values? How frequently have you had conversations with employees about core values? Is this an area where you can resolve to implement some changes? Hello Columbus
Home for the
holidays
Many marketing companies use
Columbus, Ohio as a test market for products because of certain ideal
demographics. For three generations of real McCoys, Columbus also served as
home base and test market for a banking organization that was recognized for
innovation and outstanding success. Known today as Bank One, this was
among the first banks to provide drive-in windows, ATMs and Internet banking.
John B. McCoy resigned as
CEO in December after about six months of performance that disappointed Wall
Street. After years of success following a decentralized management model
called the “uncommon partnership”, which facilitated the acquisition of many
smaller banks, strategies changed. The merger with First Chicago created
such a large organization, that a switch to greater centralization was
inevitable. Bank One made a big play in acquiring First Card that was
meant to be a big driver of earnings growth. Instead, consumers switched
cards when certain policies changed, leading to poor overall bank
performance. Executive Times reported in July 1999 McCoy’s decision
to create www.wingspanbank.com as
a start up venture separate from the bank’s own Internet banking site. Now
John B. has stepped down, making way for a different leader (Jamie Dimon?)
or for the bank to be acquired by a rival (Wells Fargo or Bank of
America?). Stay tuned. How will you
know when it’s time for you to step aside? As the prospectus says “past
performance is not an indicator of future performance.” Which of your skills
will be needed by your organization tomorrow? Are those the skills you want
to use, and is this the organization where you want to use your skills? For
more on adapting skills, see Jim Barlow’s column in the Houston Chronicle (December
8, 1999). Leaderless
Outa here
We watched another
executive accept responsibility for performance when Seattle Police Chief
Norm Stamper resigned following the debacle at the World Trade Organization
meeting in Seattle. (See
the Seattle Times, 12/7/99). Some call Stamper a scapegoat for Seattle Mayor Paul Schell;
others praise him for being honorable and stepping down. Some recall
Stamper’s contentious relationship with the police union and perceived him as
an absentee leader; others call attention to his accomplishments, including
lower crime rates. What appears clear is that police officers were provided
unclear direction from the top, and were too restrained early on during the
WTO, and then too aggressive later on.
When it becomes critical
for your direction to be followed, will employees follow you? How clear and
confident is your direction? When and if something goes awry, what are you
likely to do? What resolutions can you make about improving contentious
relationships? How prepared are you for leading in a crisis? Managing by the
numbers
How many?
We’ve always enjoyed Peter
Drucker’s guidance around facts: you have to measure the right things,
but you’ll never have all the facts you need to make the most important decisions
as an executive. As the calendar turns, there seems to be increased reports
about numbers and data. Here are a few of the reports that we’ve noticed in
recent weeks. The Washington Post reported on December
14 that 50 million people a year suffer from mental illness, and
many fail to get treatment. That may explain some of the workplace dynamics
that cause you concern, eh? The Census Bureau released the 119th
Statistical Abstract of the United States recently, and you can examine
numbers in that document to your heart’s content. Here’s one counterintuitive
factoid: there’s more farmland in the U.S. today than there was in 1900. On
reflection, since there are more people today, we need more food, hence more
farmland. Enjoy. What numbers
are important to know for you to succeed as an executive? What trends are
taking place that you’re trying to understand? How well do you share facts
with others? Is this an area where some new resolutions may be in order? Giving away
trust
Batteries not
included
Dale Dauten is a syndicated business columnist, and we read recently one of his
pieces in the Arizona Central about trust in the
workplace. We were amazed to read of a company (unnamed) that sent a memo to
employees in December stating that all supply requests that include batteries
require a supervisor’s signature. The bond of trust between workers and
companies is made and broken in all the ways that trust is extended and
trustworthy behavior reinforced. If we knew the name of the company, we’d
sell them short. As a leader, how trusted are you by employees? To what degree does your organization extend trust to employees, customers, and other constituents? When trust is violated, what happens? Stressed
relationships?
Take time out
and pay attention
One of our favorite columns in The Wall Street Journal is Sue
Shellenbarger’s Work and Family feature. If by any chance, job stress has
created friction in your marriage or in other relationships, you may want to
read some of the tips from readers in her column of December
22. The basic advice is: spend time together and pay attention. If you
consider certain personal relationships to be higher priorities than your work,
what are you doing to build and maintain those relationships? How are your
juggling skills in balancing work and home life? Is this an area where some
new resolutions may be in order? Have you considered asking for suggestions
from your significant ones about how you could improve your side of the
relationship? Do you have suggestions for others? Huh?
Eschew
obfuscation
We were pleased to read in The New York Times (12/8/99)
that the Securities and Exchange Commission renewed efforts to push companies
to use plain language. We’ve all spent entirely too much time re-reading the
same sentences in a futile search for meaning. Simpler writing reduces costs.
We’ll even consider reducing the number of dependent clauses per paragraph in
future issues of Executive Times. Here’s one of the clearest executive comments
we read in December: “General Motors Corp. Vice Chairman Harry Pearce
said the No. 1 auto maker's management has ‘absolutely not delivered’ on
commitments to raise market share.” (The Wall Street Journal, 12/7/99). Sometimes
bad news can be the easiest to communicate. How clearly do
you communicate orally and in writing? How well does your organization
communicate with customers and other constituents? How much jargon do you and
your employees use every day? Is that necessary? Consider listening through
the ears of a new employee, and make those changes that preserve meaning, but
eliminate confusion. Follow Up
Here are selected updates
on stories covered in prior issues of Executive Times: Ø It took the Major League Baseball umpires a
little longer than we forecast, but they finally ousted Richie Phillips
as their union leader. Ø We’re not impressed by the reforms announced by the
International Olympic Committee.
We still haven’t seen a change in leadership, and after reading The
Wall Street Journal's (12/7/99) cover story on Juan Antonio Samaranch’s past as a
follower of Franco in Spain, we’re more convinced than ever that without a
change at the top, it’s business as usual at the IOC. Ø The Coca-Cola
Company surprised the market
when former CEO Doug Ivester announced his resignation in December.
Readers of Executive Times were less surprised since we raised issues
about pricing in December
1999 and about the difficulties of following Roberto Gouizeta in April 1999. Legacies
Service for all people Most of us walk by
homeless people without paying very much attention to them. When we hear
sirens in traffic and see fire trucks in our rear view mirrors, we pull over,
often with some irritation at a delay in our journey. Six firefighters in
Worcester, Massachusetts completed their life’s work in December when they
died in a fire after entering a flaming building where they thought some
homeless people might have been trapped. The next time you hear someone say,
“I’m just doing my job”, think about what such dedicated service means to so
many individuals. Say “thanks”. Catch-22 Joseph Heller died in December at age 76. His own World War II
experiences were the basis for what Heller fictionalized in Catch-22,
and this anti-war, anti-military novel sold more than 10 million copies
especially to those for whom Vietnam was a bungled mess. The book’s title
became shorthand for the nature of bureaucracy. We enjoyed reading his
autobiography, Now and
Then: From Coney Island to Here, and found Good As
Gold to be among his best works. We’ve read that we’ll see his last novel
next fall, titled “Portrait of an Artist as an Old Man.” You’re a Good Man, Charlie Brown Charles Schultz announced his retirement in a recent letter to
readers. In part, he said, “I have always wanted to be a cartoonist, and I
feel very blessed to have been able to do what I love for almost 50 years.”
We think that’s a great statement for all workers to take as their own: if
you love what you’re doing, do it as long as you can. It also reminds us of a
quote from C.S. Lewis “Don’t postpone joy.” Schultz went on to say
that he wanted to spend what time he has left with his family. The last
original Peanuts strip runs on January 4. We can expect years of
reruns. Reading
(Note: readers of the web version of Executive Times
can click on the book covers to order these titles directly from amazon.com.
When you order through these links, Hopkins & Company receives a small
payment from amazon.com. Subscribers to the print version of Executive
Times can receive the web version at no additional cost. Send e-mail to hopkinsandcompany@att.net with a
request to be placed on the web version distribution list.) Get a life We turned page after page
wondering when the author would run out of comparisons or stories between
parenting and business. We reached the end at page 275 and Tom Hirschfeld
still hadn’t run out of steam in Business Dad: How Good
Businessmen Can Make Great Fathers (and Vice Versa). We’re amazed that we
hung on to the very end, and we recommend you take a pass. On the other hand,
this might be a good gift for that serious new parent with an MBA that gave a
permanent business lens through which all life is viewed. Consider giving it
to someone you may not like who fits in that category. Where Everybody Knows Your Name We’ve enjoyed listening to
Ray Suarez’s National Public Radio program Talk of the
Nation, and now we’ve learned that his writing is also terrific. Perhaps
because like Ray, we grew up in Brooklyn, and now live in the city of
Washington, DC, his messages in The Old Neighborhood: What We Lost in the
Great Suburban Migration resonated with our experience. The sense of
community that many of have experienced in the richness of city life has been
difficult to replicate in the suburbs, and the city problems
that many suburbanites fled ended up arriving on suburbia’s doorsteps. Read
this book to gain a new perspective on the challenges in cities as diverse as
Miami, Cleveland, New York and Chicago. The December
issue of The Atlantic Monthly also contains an interesting article
titled “Urban Affairs: Divided We Sprawl” which advocates what the authors
call “metropolitanism”. The closing lines of that article summarize the issue
the authors and Suarez raise: “Suburbs are not new. They have
been in existence in the United States since the nineteenth century. But hypersuburbanization,
decentralization, and sprawl are new---less than two generations old. Americans
are now discovering how hard it is to live without a center. In a typical
attempt to move simultaneously in opposite directions, they are moving out
but also trying to come back. This is not merely nostalgia for some dimly
remembered era of civility and good cheer. People are honestly trying to
balance the frantic privacy of the suburbs with some kind of spontaneous
public life. By now it seems clear
that continued sprawl will make this public life very hard to achieve---at
the edges of metropolitan areas, where there are no places to gather, and at
the cores of metropolitan areas, where the gathering places are unsafe or
abandoned. Is this really a good trade for a big back yard?” Chimp change Before reading Reason
for Hope, we thought of Jane Goodall as the chimp lady, one of the
poster people from National Geographic. After
reading it, we have a different perspective about the animal rights movement,
and the complex life Jane Goodall has led. The book is sub-titled “A
Spiritual Journey” because at this time in her life, that’s the perspective
she has to offer the rest of us. This book is a great example of what we look
for in the story of someone’s life: a perspective that’s very unlike our own.
Read it. Politics unusual Every presidential candidate seems to have a book
out that spins their life stories and political philosophies in ways that
we’re likely to hear on the campaign trail all year long. So far, we’ve
avoided each of these books equally.
Instead, as a way of girding ourselves for a long campaign year, we
read a novel by former Massachusetts governor, William Weld, Mackerel
by Moonlight. It’s a well-written story and is one of those quick weekend
or long flight pleasures. One reviewer compared Mackerel favorably to Christopher
Buckley’s Thank You
for Smoking. We laughed
out loud throughout Buckley’s book, but it took until around page 158 for us
to snicker with Weld. We still recommend Mackerel. More Executive TimesTo subscribe to Executive Times, sign up at www.hopkinsandcompany.com/subscribe.html
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