Executive Times |
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Volume 5,
Issue 5 |
May, 2003 |
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ă 2003 Hopkins and Company, LLC Note re: links---certain
hyperlinks assume that you are registered as a subscriber to the site. If you
are not a subscriber to certain sites, the links will fail. If you register,
the links should work. Also, certain hyperlinks expire and may not be
available when you try to go to the site. The Faith of Followers
We’ve seen hundreds of images in recent weeks that
remind all executives that we earn whatever faith followers have in our
leadership, and we can lose that faith in the blink of an eye. A global
audience of potential followers watched the statues of Saddam Hussein
toppled, his billboards destroyed, and fervent former followers removing
their shoes to pound the fallen images. We watched the outrage of union
workers when they learned of the special treatment for top executives at American
Airlines. We heard a CEO’s plea for forgiveness, followed by his
resignation when workers with the power to destroy the company made it clear
that they would not follow his leadership. We observed the quick demise of
civil servants who declined to tell people the truth about the spread of
Severe Acute Respiratory Syndrome. It’s trite, but true, that without
followers, one is not a leader. It seemed apropos to devote this month’s
issue to exploring some of the recent stories about the faith of followers
and the loss of that faith. As you read about the challenges faced by other
executives, think about what you do every day to build and to destroy the
faith in you held by those who choose to let you be their leader, a choice
they make one moment at a time. Fifteen new books are
rated in this issue, beginning on page 5, including a four-star (Highly
Recommended) rating for Louis V. Gerstner’s story of his decade of
leadership at IBM, Who Says
Elephants Can’t Dance? You can also visit our 2003 bookshelf at http://www.hopkinsandcompany.com/bookshelf.html
and see the rating table explained as well as explore links to all 2003 book
reviews. How have you used opportunities in your
organization to build trust and goodwill between management and labor?
Whether your organization is unionized or not, what do you do to improve relationships
between labor and management? Which of your actions have caused those who
report to you to lose their confidence in your leadership? What actions could
jeopardize the trust others have in you? When following a leader in a key
role, how will you be the same as your predecessor, and how will you be
different? Are you prepared today to take on a new role, if asked? How do you deliver reassurance to those who look to
you for leadership? When do you tell them the unvarnished truth? Have you found yourself withholding information
from followers because it’s in “their best interest” not to know? When the
information comes out eventually, do you expect to be followed? When those
who report to you hide facts from you and others, how do you respond? Not So Big Easy How do
you choose your business partners? In whose interests do you expect your
service providers to act? Do your agreements define expected actions in
real-world situations? How do you reconcile the differing expectations of
your customers and your owners? How do you approach service relationships
with your competitors? What controls ensure that your interests will be well-represented?
Do you have enough faith in the skills of a competitor to let them manage
part of your business? Some employees hold key roles in managing the relationships between
your organization and your customers or suppliers. In many organizations, one
individual provides the only “face” that clients ever see, and they conclude
that whatever this person does is exactly what management of your
organization wants done. The level of faith in your organization is a direct
result of the actions of that front line representative. To mitigate the risk
of behavior by rogue employees, some organizations communicate directly with
a variety of stakeholders to ensure that the community at large understands
the organization’s values, and would encourage someone to come forward if an
employee behaved in a way that appeared inconsistent with those
organizational values. When we read on the Associated Press wire (4/12/03) (http://www.nytimes.com/2003/04/12/business/12RAZO.html)
that a fired Gillette employee was arrested for engaging in a kickback
scheme with retailers that netted him $600,000, we decided to dig a little
deeper. It turns out that Gillette uncovered the fraud by the former director
of its Permanent Merchandising Systems Department, Gino Deluca.
According to the United States Department of Justice, “It is important
for the public to understand that this case is the result of individual greed
and not corporate misconduct. The Gillette Company through its own internal
investigation identified the alleged fraud and brought this conduct to the
attention of federal authorities and were fully supportive of the criminal
investigation. This is an indictment of one individual who enriched himself
through illegal means.” (http://www.usdoj.gov/usao/ma/presspage/April2003/Deluca-Gino-indictment.htm).
The actions of a single employee can change the image of your organization by
the clients or suppliers who interact with that single individual. How long would it take your organization to uncover the
actions of a rogue employee? Are you sure? How do you monitor the ways in which
your organization is represented by your front line “faces?” Follow-up
Here are selected updates
on stories covered in prior issues of Executive Times: Ř Readers of Executive Times since the first issue in
April 1999
may remember that back then we noted that Don Carty had the chance to break
from the contentious labor relations policies of his AMR predecessor, Bob
Crandall, but decided not to do so, costing the company an extra $50 to $75
million during an unnecessary squabble with the pilot’s union back in 1999. Ř Ford Motor Company celebrates its first 100 years in a five-day
celebration beginning June 12 in Dearborn, Michigan. We called attention to
the Ford and Firestone family feud in the October 2000
issue of Executive
Times and now await finding out who attend the anniversary
bash, now that the financial bashing of the Explorer tire fiasco has passed. Legacy
A Different Cityscape Beyond
housing, LeFrak contributed to the community through his support of the arts.
As a trustee and benefactor to the Guggenheim Museum (where a gallery
bears the name of LeFrak and his wife), he made art works he purchased
available to museums around the world. When he received a Patron of the Arts
Award from the Songwriters Hall of Fame, he said, “Music is my life,
and this is where I get my fulfillment.” Through many scholarships, LeFrak
saw to it that students with talent were able to learn from the best
teachers. LeFrak
was honored by the United Nations for his work with Habitat International,
and he addressed the UN on the topic, “Planning for Urbanization in the 21st
Century.” LeFrak
inherited a building business started by his father in 1901. The tagline for
the company today is: “Building a Better World Since 1901.” A grandson now
runs the business. LeFrak died in mid-April after a long illness. He was 85.
He’ll be remembered by those who live in and near where he built housing.
He’ll be remembered by all the arts groups who received his generosity. And
he’ll be remembered by all those managers and leaders who see something
valuable where others see wasteland. Latest Books Read and Reviewed:
(Note: readers of the web version of Executive Times can click on
the book covers to order copies directly from amazon.com. When you order through these links,
Hopkins & Company receives a small payment from amazon.com. Click on the title to read the review or
visit our 2003 bookshelf at http://www.hopkinsandcompany.com/bookshelf.html).
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ă 2003
Hopkins and Company, LLC. Executive
Times is published monthly by Hopkins and Company, LLC at the
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