Executive Times |
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Volume
7, Issue 5 |
May, 2005 |
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2005 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. Style
In matters of fashion and taste, we
expect styles to come into favor and fall out regularly, but managers can
become caught off guard when the leadership style that’s worked in the past
begins to fail. The take-charge decisiveness that produced success yesterday
can be perceived today as acting without appropriate input from others. Some
managers pay attention to gradual changes in expectations and can make modest
changes in style to respond to a new environment, provided those changes are
genuine. The most effective executives know who they are, and won’t change
what’s essential and defining as an individual. Personality style or type
describes who we are, and each of us has healthy and unhealthy aspects of
that same personality. What can be a positive trait for a close attention to
detail often turns ugly when it becomes incessant perfectionism. One key to
executive success involves capitalizing on the positive aspects of
personality type, implementing those in a leadership style, and selecting
colleagues who have complementary traits and skills. Lots of news stories in
recent weeks have focused on the style of leaders, and how the right fit
becomes critical. As you read and reflect on the stories in this issue, think
about your personality and leadership style, and how well it fits your
current role at work. Are you vulnerable to an emerging misfit to
expectations? How have your strengths become obstacles to success in certain
situations? Are you play-acting at work, or are you being yourself? Fifteen new books
are rated in this issue, beginning on page 5. One book is highly recommended
with a four-star rating; ten books are recommended with three stars; and four
are mildly recommended with two star ratings. Visit our 2005 bookshelf at http://www.hopkinsandcompany.com/2005books.html
and see the rating table explained as well as explore links to all books
we’re reading or considering this year. Twenty nine new books have been added
to the “shelf of possibility,” which now has over 230 books in queue. If
there’s something missing from the bookshelf that you think we should be
considering, or if there’s a book lingering on the “shelf of possibility”
that you think we should read and review, let us know at books@hopkinsandcompany.com.
Neither Jung
nor Kiersey nor the Enneagram
have labeled one of the personality types “bully,” but we encounter that type
throughout our lives, from the schoolyard through the nursing home. As this
issue went to press, the Senate
Foreign Relations Committee had not voted on the nomination by President Bush of John Bolton as ambassador to the United Nations. During hearings in
April, concerns arose over
When the College of Cardinals selected seventy
eight year old Joseph Ratzinger as Pope
Benedict XVI, we were reminded of a comment by Mark Shields that in 1988, voters awarded G.H.W. Bush with what should have been Ronald Reagan’s third term. There seems to be an expectation of
continuity in the transition from Pope John Paul II to Benedict XVI. In many
ways, though, the two personalities couldn’t be more different. John Paul,
the extroverted former actor, left administrative details to others while he
pushed himself from place to place and person to person. Benedict, the
introvert, has spent his life as a scholar and administrator, working behind
the scenes, calling little attention to himself. At
selection time, John Paul was in his fifties and athletic, while Benedict is
beyond the usual ecclesial retirement age. The parallels
with personality type and role transformation in business seems
striking. HP changes from rockstar Carly Fiorina to low-key Mark Hurd. Disney moves from creative Michael
Eisner to operating maven Bob Iger. The same role at different times of selection
leads the selectors to choose one personality type yesterday and another type
today, often in direct reaction to the impact of the former leader. For those
executives who sit in a line of succession, there may be some advantages in
having a personality type different from whoever’s in the seat above you. Have you
consciously taken into account the personality type best suited to a job that
reports to you? When looking for a job for yourself, what steps do you take
to consider whether your personality fits the desired role and the organization’s
culture? Are certain personality types in and out of favor in your
organization? How does your personality type and those of your direct reports
fit into the preferred types for your organization and your roles? Pedigree Life for Morgan Stanley CEO Phil Purcell continues to be
interesting. Executive conflicts dating back to the 1997 Dean Witter Morgan
Stanley merger remain unresolved, and vocal outcries for Purcell’s ouster
have accelerated. Bethany McLean
and Andy Serwer
report in a comprehensive article in Fortune’s
May 2 issue (http://www.fortune.com/fortune/subs/article/0,15114,1050178,00.html)
on the corporate civil war. We noted the following: “One former Morgan
executive says he heard Purcell complain, ‘At Dean Witter, I tell people to
turn left, and they turn left. At Morgan Stanley, they look at me and ask
why.’ There is a broader cultural question too. Many of the Morgan Stanley
people are Ivy Leaguers, and Purcell is a Notre Dame grad from Are there in-groups and out-groups in your organization? What’s the
impact of that situation on performance? What steps do you take to address
and resolve conflict? Do you expect people to turn left when you say so, or
do you expect questions about why? Does your culture invite “why” questions,
and when you get them, how do you respond?
Typing Have you ever wondered why a peer can thoroughly enjoy a
meeting at work that usually drives you nuts? Are you frustrated when someone
who reports to you never seems to follow through on their commitments? Do you
know the ways in which your personality type helps and hurts you in key
relationships at work? Follow-up
Here are
selected updates on stories covered in prior issues of Executive
Times: Ø
If
you felt minor déjà vu on page 3, you may recall that in the April 2001
issue of Executive Times we
mentioned Phil Purcell as the winner in the Morgan Stanley Dean Witter merger
with the departure of John Mack,
longtime Morgan Stanley executive, and mentioned their personality
differences and some of the cultural issues at the firm. Who would have
thought those same concerns would still exist years later? So, what’s John
Mack up to these days? According to all the business press, he and former Home Depot executive Ken Langone
are exploring the purchase of the New
York Stock Exchange. As we went to press, that effort may be stalling,
according to The Wall Street Journal
(4/27) (http://online.wsj.com/article/0,,SB111454547958617447,00.html).
Legacy
Calm When Alex Trotman
took charge of Ford Motor Company in
1993, the company was still reeling from a then-record loss of $2.3 billion
in 1991. In a competent and low-key manner, Trotman
began a program to reduce costs, calling little attention to himself, unlike
famous predecessors Henry Ford II
and Lee Iacocca. Born in 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 2005 bookshelf at http://www.hopkinsandcompany.com/2005books.html).
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ã
2005 Hopkins and Company, LLC. Executive
Times is published monthly by Hopkins and Company, LLC at the
company’s office at To subscribe to Executive
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Hopkins & Company Ø Coaching:
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helping executives improve their written and oral messages To engage the services of Hopkins &
Company, call Steve Hopkins at 708-466-4650 or visit www.hopkinsandcompany.com. |
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