“‘A journey of a thousand miles begins with a single step.”        

                                                              - Lao-tsu, Chinese philosopher (604 BC - 531 BC)

A few weeks ago, I was having a heart to heart with a CEO needs to get out his office more often.  He wants to become an ambassador for his company.  More accurately, he knows he needs to.       

Like many bosses, he would rather stab himself repeatedly in the thigh with a sharp pencil than give a speech or interview to a reporter.  This is an accomplished executive who has led the transformation of the company, bringing an innovative new product to market, growing the customer base, cutting costs and improving profitability.  His credibility with employees and the board is rock solid.  It’s just that the company is kind of a best kept secret.  The story needs to be told.  This is a great time to do it.   

The real issue isn’t time, because as CEO, he determines how he spends his time.  The issue is mindset.  He’s used to organizing his calendar one way; this change requires a significant modification in behavior and priorities.  He knows he needs to do it and wants a coach to make it  happen.  ”I need someone to hold me accountable for getting there,” he says.

Changing your mindset isn’t like changing your shirt.  It requires a goal, commitment and a plan.  It isn’t enough to have the intention; you have to put these activities on your calendar every day.  If your schedule is filled with executive team and employee meetings, it isn’t going to happen.  Once you set the intention, you must schedule the intention and then honor the intention.  It won’t be comfortable at first.  It isn’t a familiar routine.  As my client observed,   “This will be a significant change in the way I spend my time.”

Changing a mindset is a little like standing at the foot of a mountain looking up and wondering, “How the hell am I supposed to get all the way up there?”  It seems insurmountable.  You can either turn back and head home or you can commit.  That means you draw up a plan, buy some gear and hire a crew to go with you.  You break down this overwhelming goal into doable tasks.  These are the steps that keep you from becoming paralyzed, staring at the mountain and saying, “It looks awful cold up there.” 

If you’re having trouble breaking down a big goal into smaller tasks, one approach is to imagine you’re already there.  Some of you who read my blog regularly know I suggested this ”looking back” exercise right after the New Year.  The idea is to imagine it’s 2012, just about two years from now.  You’re already up at the top of the mountain.  How did you get all the way up there?

When I posed the question to the CEO, he said, ”Well, I guess I started by deciding that I was going to go.”

“Good start,” I said.  

“I cleared my calendar several months out and starting scheduling time with the coach and the marketing team,” he said.   

“What else?” I asked.

“They booked me to speak at several events this year, so I had deadlines on my calendar,” he continued.

And so on.

By imagining that you have already achieved a goal it becomes so much clearer what you really need to do to succeed.  Instead of seeing obstacles, you see results, and the obstacles melt away. Once you “know” what “worked” you feel motivated.

Our CEO has started working on what I like to call a”Speech in a Drawer” (see Speak Like a CEO, Secrets to Commanding Attention and Getting Results).   We set a date by which the first draft will be finished for rehearsal.  Coaching dates are already on the calendar to write and develop stories that highlight his company’s accomplishments and lessons learned along the way.  He’s already started to relax; it will get easier as we go.  He’s already thinking, “Okay, I can do this.”  If you have a copy of Speak Like a CEO, refer to Chapter 16, pages 183-189 for five sample coaching plans you can implement on your own.

As you check off tasks you start to feel differently.  Not only are you achieving important goals; you are transforming your self image.  By starting with the end game belief (not just a far off goal) and scheduling activities you already know “worked,” you are able to identify important milestones, and that in turn energizes you and helps you commit to the process.    

Recently I listened to In Search of Excellence guru Tom Peters describing his drive from a home in Tinmouth VT to his other home, in Boston.   Obviously he is well-versed when it comes to imagining goals and milestones.  Peters gets out of bed and leaves between 3:15 and 3:30 a.m. because he really hates traffic.  (Having spent 9 years in television getting up at the same hour I can tell you that is a brutal hour to drag yourself out of bed but it is heaven to drive in Boston at that hour.) 

What gets him through the trip is marking the milestones.  Peters knows precisely what to look for at each stage of the trip. A house 17 miles from his Vermont house is 10% of the way; a restaurant where he can get a cup of coffee is a quarter of the way to Boston.  By anticipating and marking the milestones with visuals, he is able to stay awake and engaged. 

Think about what you’re trying to accomplish right now.  What are the milestones?  How will you see them?  what will mark your arrival?  The best way to do it is to put them on your calendar.  It’s a visual checklist.  Seeing things; knowing they’re just around the corner- well, that’s highly motivating. 

As always I welcome your ideas and suggestions on getting there.  What has worked for you?  Hit leave a reply.  

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On Sunday the Obama team fanned out to deliver their talking points - and you have to wonder whether they’d had their coffee- or even glanced at the weekend ”talking points.”  On the topic of jobs “saved or created” (which in and of itself is a ludicrous concept, impossible to prove or substantiate) they simply didn’t have their stories straight.  The Keystone cops look like a well-oiled tactical team by comparison.

By mid day Sunday, the three White House advisers had appeared on the Sunday news programs with three vastly different estimates of how many jobs could be credited to President Obama’s Recovery Act.

Valerie Jarrett: “The Recovery Act saved thousands and thousands of jobs.” (playing it safe)

Robert Gibbs: It…“saved or created 1.5 million jobs.” (the middle guy)

David Axelrod:  It has…”created more than – or saved more than 2 million jobs.” (swinging for the fences)

Read the full scripts of their comments on Politico by clicking here. 

What Went Wrong?

Not only did the three amigos fail to sync up their fairytales and agree on a manufactured number, they further eroded their credibility with the spin.  Is there an American not in a coma who isn’t aware that the “real” unemployment rate is about 15% right now?   Even Obama’s ardent base of supporters must be wondering which planet these folks are living on.  I took this statement off of the Bureau of Labor statistics web site:

“In December, both the number of unemployed persons, at 15.3 million, and the unemployment rate, at 10.0 percent, were unchanged. At the start of the re-cession in December 2007, the number of unemployed persons was 7.7 million, and the unemployment rate was 5.0 percent.”  

The Obama gang is also losing ground trying to persuade Americans that jobs are suddenly ”job one” for the administration.  Two weeks earlier, prior to the seismic shift in politics called Scott Brown, was there any question that health care was “job one.”   Confused?  Or just seeing right through the rhetoric?

Business Leaders Are Also Acting Stupidly

If you read my blog regularly you know that I don’t often comment on politics.  However, there are so many lessons for business that I simply cannot ignore what’s happening now. 

A good friend recently suggested I should actually write a book called “How Stupid Can You Be.”  The more I think about it, the more I like it.  This book could write itself. 

Who can forget the image of the CEOs of the major automakers flying in on private jets, and then putting their hands out for a taxpayer bail out?  

And, what about the four most powerful bankers telling a congressional committee that they were “victims of circumstance”  unable to anticipate the near collapse of our financial system and therefore should not be held responsible for their role in upending the global economy.  I’m not saying there isn’t plenty of blame to go around but these types of answers make your brain hurt.

 . 

So the Obama administration has certainly not cornered the market on stupid pet tricks.  Businesses  make the these mistakes all the time.  And I believe the root of it is that some people are just arrogant enough to think people aren’t paying attention, or don’t care.

 How to Avoid this Stupidity:

• Do what’s important first
• Acknowledge contradictions
• Protect your integrity
• Give an honest analysis
• Don’t make up the facts
• Don’t be tone deaf
• Stop treating people like idiots 

As always, I welcome your thoughts…

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Last night Jeff Taylor and I were invited to speak to the Harvard Business School Alumni Association.   When you share the stage with Jeff, get ready for a great ride because he’s cool and he’s got cool stories.  You  should have been there watching the audience as he described taking a dare to ski three miles towed by a blimp, at 30 MPH in a quest to break a record set by the flamboyant Richard Branson of Virgin. 

As founder of Monster.com Jeff has a lot of these stories.  In 1999 when Monster.com was just hitting its stride but certainly not yet “monstrous,” he spent a fortune to buy Super Bowl ads which flopped.  You might remember the ads depicted kids saying things like, “When I grow up, I want to claw my way into middle management.” What happened?  “We were being ironic.  It didn’t work with a bunch of guys drinking beer in front of a game.”  Ultimately the ads kept running, caught on like mad, and rest is history.  

There were more stories.  At the 2002 Winter Olympics Taylor spent four million bucks to build a snow labarynth and it was the warmest on record.  Just in time as the snow was melting the Today Show called and he got four minutes on live TV.  ”Matt ran through the thing in no time and thought no big deal.  Al was holding a flag just stuck in the middle,” says Taylor.  “Katie gets stuck, backs out, starts again, and says now she gets it.  Sometimes in your career you have to back up and start over.  It was incredible,” says Taylor. 

As often happenes when I go out to speak, I get more than I give.   Watching Jeff regale this crowd of Business School grads (though he himself took 23 years to graduate from college) was more fun than anything else I’ve done this week, or this month for that matter.  Here’s a CEO who gets it on so many levels. 

When I interviewed him for Motivate Like a CEO last year, he told me that he had noticed as his company grew, his role changed.  He went from founder to CEO to Chief Monster, his favorite role, where he went out and built the brand by going everywhere he was invited and speaking to just about anyone who would have him.  He got really good at speaking.  Not only is he a great storyteller, he openes up and shares everything - humor, emotion, personal insights, reflections - it’s no holds barred.  A lot of people in the audience might have assumed that he was a natural, but as he told me last year, and as he told the audience last night, he works at it, and keeps working at it.  He says he  really believes that Woody Allen line about 80% of success is about showing up.  “I just got back from Iceland where I was invited to judge an entrepreneurs contest.  They’re trying to save Iceland.  Why do I go?  I’m not sure.  But I’ve been showing up for a long time and it works.”

Jeff has two companies now - Eons - an online community for baby boomers, and a spinoff called Tributes.com for online obituaries.  If you’ve read Motivate Like a CEO you know that coming up with big ideas and inspiring others to get behind them is one of the characteristics of successful leaders.  One of the best questions last night were about where leaders get these “big ideas.”  “I have ideas all the time - I’m in the shower, I get an idea, and then I get out, and I forget.  I have to get back in the shower to find the idea,” he says.  “I wake up in the night, with a pad of paper next to the bed, and write them down.”  Of course everybody HAS ideas, says Jeff.  It’s those who ACT on them who make things happen and attract other people who are excited about them too.

You know the blimp ski story?  Jeff says the coolest thing was that as he was bumping along, he was hit by a huge wake left by a barge and wiped out.  All 500 of his employees were gathered in the cafeteria watching it live.  They went wild.  They loved it.  Working for Jeff was like that.  “We had the absolute best culture at Monster.  People loved working there.”  What you have to appreciate about Jeff is he gets that.  When he dons his skis, or builds snow forts, he’s out to have fun, and he also knows how his employees will feel about it.  He’s their leader.  

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Leadership guy Jon Gordon is writing about a timely topic. The author of  Playing to Win, What the Best do Better Than Everyone Else, and Training Camp, Ten Rules to Fuel Your Life, Work and team with Positive Energy, writes this week that “There was a time in most of our lives when we had no fear-that feeling when we jumped from the jungle gym and slammed our little bodies to the ground.”  He says we “felt there was nothing we couldn’t do.”  Yet somewhere along the way Gordon notes that we start to understand what it means to be fearful, and “let fear into our lives.”  And this of course, changes the way we approach our careers and our lives.

This is a timely message.  Even the most intrepid, courageous leader has been battered by tough economic times.  No question that the downturn has helped us focus on the highest priorites, improve efficiency, and execute with fewer resources.  Yet now is not the time to operate in fear. It’s time to screw up our courage, dive in the pool, and encourage our teams to do the same.  We’ve need to break away from the negative energy that is feeing our fears and insecurities; stop listening to the inner voice that says we shouldn’t or can’t.  As Gordon says, “go after our dreams.”  What’s at stake is not just the opportunity in front of us.  Living in fear can become a habit that keeps us stuck for the rest of our lives.

If you “play to lose,” and communicate this to others, then everyone in your organization will do the same.  That’s why everytime you speak with your direct reports, your teams, and your organization you need to get focused and feel the courage. People aren’t just listening to the words, they are reading between the lines.  You can’t fool them.  Take charge of your emotional state before you speak.  Communicate wih confidence. Invite others to make courageous decisions.  Make them believe in themselves.  Encourage them to lose the fear. 

As I’ve discussed in Motivate Like a CEO, leaders are the keepers of the emotional life of their organizations.  In challenging times, they must take control of their emotions and lead the way.  If you are a leader, now is the time to take an emotional inventory, before you stand up to speak.  Get in touch with your own courage, and then, light a fire; make them believe. If you live and work with zeal and act with courage they will do the same. As Gordon puts it, “overcome fear and adopt a play to win mindset.”   

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This week I’ve been thinking about that saying, “lead by example.”  The origin of this well-worn standard is a Chinese proverb, yi shen zuo ze, which means ”to set a good example,” or “set yourself as the standard.”  For thousands of years people have known that a leader’s actions must match his or her words.  As I have discussed in the 8 principles of Motivate like a CEO, great leaders walk the talk. 

But is that enough?

Yes and no.

If you work in a high functioning organization, chances are your leaders walk the talk.  They live the values.  It comes from the top down.  Leaders who live the values inspire others.  

This brings me to posting your values statements on the wall.  This is a form of communication, but it isn’t the answer to creating a values based culture. People believe what they see and hear from their leaders, not what they read on a poster. If one leader in the organization is acting by a different set of rules, people will see that individual as an outlier.  However, if employees see that more than one leader living by different standards, that’s a trend.  They’ll scoff at the values and their cynicism will foster a negative, demoralized workplace.  

So of course, leaders have to live the values.  But is that enough?

Not really.  Why?

Because in a large organization, most people don’t get to meet you.  They certainly don’t see you every day, every week or every month.  In fact, they may go years without ever shaking your hand.

However, most people will be invited to a business meeting and hear you speak; they may receive emails from you; they may hear from their own bosses about how you’ve handled certain situations.    

This is why a leader has to not just lead by example, but also talk about examples of how the organization are living by its values.  If you can’t have lunch with every employee, you need to connect with them in a personal way through the stories of the organization.  You can do this through speeches, presentations, videos and even email and blogs.  

Tell stories that demonstrate how successful people in your organiztaion are walking the talk.  Collect these stories routinely and then share how teams and groups have been living the values.  Once you start to do this people will tell you more stories about living the values and you’ll soon have a collection of these stories to share. 

The ability to share compelling stories with points through speaking and writing is a critical leadershp skill.  if you’re not sure how to find stories - think of a time when your team has faced a difficult situation.  Perhaps you disappointed a customer and had to “do right by them.”  Perhaps someone working on a project had to go above and beyond.  What happened?  Why did the team or individual make that decision?  What was the outcome?  How did it illustrate the values? What did the team learn from that experience?  How can others apply the lesson?

These are the stories that you need to share with your organization.  For your next presentation, investigate three examples of how the organization has succeeded, and analyze how those successes are tied to your values.  It will be well worth it, because when people hear a story, they remember the story, and then they remember the point.

So living by example is only half of the battle. The rest is sharing the stories with others. 

以身作则
yǐ shēn zuò zé
To set a good example / Set yourself as the standard

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Even the most seasoned, experienced professionals can find their hearts racing and their palms getting clammy as they walk down the hall to the boss’s office.  If you are:  a. laying awake at night worrying about how it’s going to go, or b.  not sure how far you’ll get before you’re interrupted, or c. afraid you’ll be flummoxed by a tough question, then it’s time to analyze what’s happening.

Let me make 5 observations about mistakes people make when meeting with the boss.

Observation number one:   You probably aren’t prepared

Most managers and leaders are woefully underprepared for these exchanges.  I’m frankly shocked at how little thought they put into shaping their proposals, writing their comments or practicing out loud.  What is more important that a meeting with the CEO or the board?  What are you doing that would take priority over that?  If you’re not spending time preparing and practicing, it’s because you’re avoiding it, not because you’re too busy.  Too busy is a myth.  Too busy means you don’t have your priorities straight. 

Observation number 2:  It’s a huge mistake to treat this as a game.

Your goal cannot be to simply get in and out without saying anything controversial—playing it safe will never get you ahead; your goal is not to out maneuver your colleagues – you may win a round but with a good boss, you’ll lose when you’re not part of the team; your goal is not to get the boss to make the decision – any good CEO wants you to make your own decisions – based on sound evidence and a logical plan. 

Observation number 3:   Most people aren’t in tune with the CEOs agenda

Just the other day I heard the story of a well respected Chief Information Officer who went in to tell the CEO about a great idea he had.  This was something that would require an investment up front but had the potential to create tremendous efficiencies within six months to a year of implementation.  To the CIO it seemed like a no brainer, so he was quite shocked when the CEO said, sure, I’ll approve it, but I still expect you to reduce your overall budget by 10%. 

Has something like this happened to you?  Have you gone in thinking you have a strong case, only to get a monkey wrench thrown into your perfect plan?  You walk out thinking what just happened?  The problem is you’ve set your own trap by not tuning in to what matters to the CEO right now.

Observation number 4:   Your CEO is looking for answers.

You need to have some.  Let me give you an example.  I know the new president of one division of a financial services company.  This guy is smart, analytical, thoughtful and articulate.  Only one problem.  He prepared a presentation but he came in with just questions, not solutions.  The CEO finally stopped him and said, Listen, if you want me to tell you what to do I can do that.  But is that what you want?  Or do you want to decide?  It was a moment of truth – a moment of empowerment – the president was grateful but also learned a lesson.  Come in with answers.  You may get shot down but you need to take a stand.  That’s what leaders do. 

Observation number 5:  Winging it is just plain dumb.

You may think you have your ideas in your head, that you know the project, understand the issue and can talk about it in your sleep.  Then what happens.  The meeting starts, you’re rambling, your answers are disjointed, you can’t remember key facts, and you’re fumbling opportunities to make a powerful point.  In short, you’re winging it, and that’s suicide.  There’s a big difference between confidence and overconfidence; between self assurance and arrogance.  The person who doesn’t prepare well is not confident or cool; he or she is simply not doing what it takes to succeed at the executive level.

Meetings with the boss are a chance to show your potential and shine.  If you know how to prepare you will significantly reduce the fear factor and ace the meeting.

This week, I’ll be posting a new series of how-to communicate audio Podcasts on I Tunes, - including a longer version of this article with tips on how to build your confidence in speaking with the boss.  It isn’t posted yet, but look for it later this week.  Simply go to www.itunes.com and  search for Suzanne Bates. 

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So I’m reading the Conference Board Review article entitled, “Why Americans Don’t Trust CEOs,” and I’m thinking I’ve read about 164 similar articles lately on the lagging popularity of the Chief Executive Officer.  And then I’m thinking, if you’re in the corner office, you probably ignore it, but once in a while it gets you down.  Especially if you suspect your own employees feel this way about you. 

There are a number of studies out there that document how CEOs are less popular than dentists or lawyers.  The Edelman Trust Barometer even before the financial meltdown apparently found only 20% of Americans trust CEOs to do the right things for their companies and their customers.  They didn’t site any recent studies.

Several times in this blog I’ve talked about all the GOOD CEOs who are out there making difficult but appropriate sacrifices for their companies.  Many have reduced their salaries and spent long hours working harder than ever, to keep people employed and keep the doors open.  The fact that this has been the longest recession of our lifetimes means we’re living in a prolonged state of crisis, and that isn’t good for anyone’s physical or mental health.  

I guess Americans have always had a love-hate relationship with the person at the top.  CEOs have been revered and reviled.   I don’t mean we should have a pity party for CEOs, but if you’re a CEO who is feeling isolated and you don’t have the support you need, then your emotional state will have a significant impact on your health and well being - and that isn’t good for your company.  You can’t fake mojo.  You gotta have it to be a really great leader.

If you’re a CEO and you feel like you need to get your mojo back I have a few ideas.  

1.  Read Motivate Like a CEO - I know, I know, self promotional, but I wrote it because I realized that there are a lot of leaders out there who are motivated by purpose and passion.  They get up in the morning and can’t wait to get to work, because they love what they do and they love their companies.  Every CEO should feel that way.  If you read the book, you’ll see how they discovered their purpose and passion.

2.  Have some fun.  Take time to restore, regenerate and renew body mind and spirit.  I’m one of the worst offenders here but I’ve learned that my brain fires at about -50% when I’m not taking care of myself, and at about 150% when I take a few hours or a day or two to relax and do things I enjoy.

3.  Walk around your company.  Even in challenging times, people are basically optimistic, and they want to share their stories with you.  When get out there and talk to your team about their projects, you get energized.  Connect, praise, recognize and reward and you’ll not only make THEM feel better; you’ll feel better, too.  

4.  Get out and see your customers.  In this economy, everybody needs a little love.  Let them know you care.  You can pick up the phone and email, but being there is best.  As I always tell our team, there aren’t any customers here in the office.

5.  Spend a little more time with your family and friends.  It’s too easy to get mired in work when times are challenging; there is always an emergency.  Take an inventory of your calendar and decide what you can eliminate, what you can postpone, and go home.

By the way if you want to have some fun click here on Wikipedia and look at the countless definitions and uses of the word mojo

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Many of you have already read my books Speak like a CEO, Secrets for Commanding Attention and Getting Results (McGraw Hill 2005), and my new book Motivate Like a CEO, Communicate Your Strategic Vision and Inspire People to Act (McGraw Hill 2009).  I hope you’ll let me know what you think, and how these have been helpful to you in advancing your career.

From time to time people ask what else they should be reading.  Today I have a recommendation.

Debra Benton’s new book, CEO Material, How to Be a Leader in Any Organization, discusses how to become highly visible and indispensable to your organization.  Debra is a respected author of  numerous books, and has worked with some of the top companies in the world.  In CEO Material, she focuses on the core skills and competencies you need to develop, and how to get noticed by those who matter.   Debra and I have had several great conversations. Our views on leadership are very much in sync.  We believe business people who rise to the top are those who can communicate a powerful message to their important audiences.

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CEO reputations are still taking a beating.  The media are looking at balance sheets, then looking at executive compensation packages, and doing a double take.     

A recent report from the Associated Press found that yes; CEOs are taking a hit from the recession — less total compensation, smaller bonuses, and some nearly worthless stock options — however their companies are already making adjustments that could mean their compensation bounces back in the near future.  

This is not sitting well with the media.  In journalism they call this a story with “legs.”  It won’t go away.  It provides constant fodder for the television and radio pundits, as well as the print and online media and the bloggers.

And here’s what’s really interesting.  They don’t differentiate between companies or CEOs.  A CEO can be doing the right thing, reducing pay and perks significantly, and he or she will still get lumped in with every other executive.

Long range, I don’t know how much CEOs are concerned about this.   It is worth considering the impact this will have on the individual CEOs ability to bring a company through the recession, drive change and take advantage of market opportunities.  A leader has to have the ultimate respect and admiration of employees, stockholders, and the media drives perceptions.

Here’s the thing.  When the average American sees that a company is profitable, hiring people, and strengthening the U.S. and global economy, they really don’t care.  And the media usually doesn’t mention it except when they put together the highest paid CEO lists.   

But when times are tough this feeds the drumbeat of negativity about CEOs in the media.

Here are the facts.

·         The median pay package for CEOs of companies in the Standard & Poor’s 500 Index fell 7 percent to $7.6 million in 2008.

·         The potential hit to their pocketbooks could be even larger if stock prices don’t rebound.

·         One clue: 90 percent of the $1.2 billion in CEO stock options granted last year are “under water,” meaning the current stock price is too low to yield a profit, the AP analysis shows.

·         However, boards are trying to cushion the blow. The AP found that some have changed the rules to make it easier for executives to qualify for bonuses. Others are doling out more stock options, which give executives the right to buy shares in the future at prices locked in today.

·         Four of every five CEOs took home a cash bonus in spite of the fact that the stock prices of the companies in the survey fell by an average 36 percent and profits fell 31 percent. 

·         And the survey found companies remain largely generous with perks.  As the AP reported, these are unfathomable to the average American worker, chauffeured cars, body guards, club memberships, financial planning services and free travel in company jets.

If you’d like to read more, click here for WCVB TV’s Project Economy.

Also don’t forget our special offer until May 15^th.  Read on to the next blog entry for details.  This is a fantastic way for you to easily to get a copy of both books for the price of one.  Just remember to copy and paste your confirmation number from Amazon.com and send it to mconnor@bates-communications.com with all of your info: name, address, title, company, phone and email so we can send it to you and reach you if we have any questions!

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The turnaround is coming.  You may already feel it.  The phone is starting to ring. Customers are coming out of their caves.  They’re talking about new projects and purchases they’ve been putting off, things that they just don’t want to delay any more.  Yes, budgets are tight, but you sense things beginning to happen.  It’s in the air.  And, you may think you’re more than ready– it’s been a long, cold winter.  But is your organization ready for the upturn?  Are your leaders ready to lead in this new world?   

Let me give you an example of where some companies may get tripped up.  Let’s say you’ve completed anticipated layoffs but the restructuring is midstream; there is still a lot of confusion within businesses or groups, as people try to figure out roles, responsibilities and priorities.  Leaders who are new in their roles are just locking in on strategic objectives and have not yet communicated those to their teams.  

A round of musical chairs at the top – with new people in key positions, creates a tremendous amount of uncertainty.  If they were promoted from the ranks to take their boss’s place, they may have the raw talent, but lack the preparation and training.  Sure you can watch them sink or swim, but you need everybody swimming right now.  They have to be effective immediately.  This means learning to think and act strategically, and also being able to effectively communicate a plan and get people moving in one direction.

A leader’s role is really not to do the work, but to motivate and inspire others to do the work of the enterprise.  And these workers have been through the ringer over the past 12 to 17 months.   Many employees are still stressed out.  Their spouses may still be unemployed, they’ve taken pay cuts, their former colleagues and friends may still be out of work, and they may not be certain the other shoe isn’t about to drop. 

This means your leaders must manage the emotional side of their organizations, create a positive, productive atmosphere.  They need to listen well and develop a strong feedback loop so they know what’s really going on deep in their organizations, where the creativity lives.  They need to be able to cull the best ideas and energize their teams to innovate and find solutions.  This requires a level of communication skill that many leaders have not yet developed.  They’re excellent technically and have good business minds, but now they need to communicate as leaders.

In addition, there’s the issue of attracting and retaining the best talent.  If your company grew leaner over the last six months, that’s probably a good thing; however, if you had cut with an ax instead of a scalpel, you’ve had some brain drain.  This may leaves gaping holes that you need to fill – talent you need to hire.  That’s exciting.  But also daunting. 

One secret to attracting new talent is to have leaders in place who are known for their ability to develop people.  Talented young people want to go to work for leaders they admire and respect.  Knowledge workers and high potentials are looking for a boss who appreciates them, engages them and understands their value.  So getting ready for the upturn is something your organization needs to take seriously.  In the new world, leaders have to be very good at connecting top talent to the organization and creating a strong culture.  

We’re not there yet.  We’re poised for the return of the buyer.  The Business Roundtable First Quarter 2009 CEO Economic Outlook Survey found CEOs actually expect a decrease in sales, capital expenditures and employment.  However, it’s coming soon.  Harold McGraw Hill III, Chairman of the group, as well as Chairman, President and CEO Of the McGraw-Hill Companies, said, “Fortunately, both U.S. and foreign governments have recognized this need (for economic stimulus) and taken significant steps to spark demand. And while recently implemented Administration policies will take time to have an impact, they already have begun to restore confidence in our markets, which is a critical first step.”

Six months is no time…in business … everybody knows you need to be ahead of the curve.  That means preparing your leaders to lead.  There is nothing more valuable than the ramp up time you have right now to develop their talents and skills.  When business returns, the companies that invested in their leaders will be the ones poised to seize the day.    

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