No Shortcuts Allowed-Bench Building #1 Priority!

It's hard to believe that 2017 is more than halfway over! Given the geo-political dynamics before us, we can expect that, for better or for worse, the rest of the year will be just as turbulent as the first half.

It's been a roller coaster, and unfortunately there's not much the average though engaged executive can do but exert influence where one can.

Perhaps it's the feeling of lacking control that has made succession planning—the continuity and transitional aspects of this effort in particular— such a hot topic these days. After all, it's human nature to want to contain the uncertainties in life while maximizing the opportunities—as contradictory as that may seem!

“Urgency” would be a fair characterization of the feeling our clients have expressed towards the holistic succession planning process recently, and in response to that, today we’re sharing a slightly revised version of a blog we posted in January. We have made updates to reflect the latest data from DPC Research and client experience. The data continues to support our original thesis that, your organization's future will benefit from a deep-dive review of its Succession and Continuity planning processes!

Notwithstanding pre-existing protocols, we are suggesting this review encompass the most generous interpretation of processes concomitant with experimental and disruptive solution sets.  

Our recommendation is driven by results of a recent study DPC conducted with as of June over 2000 C-Suite participants.  The survey was on the topic of envisioned enterprise challenges. 94% of those surveyed indicated “the ability to attract, motivate, and retain top talent” as their #1 concern in January and now 95%!

Discussion Partner’s has been conducting this ongoing Pulse survey since our founding in 2007.  The intensity of the above concern while always “on the list” was never #1.  In addition the rationales expressed in the anecdotal justifications were compelling inclusive of envisioned shifting demographics, new worker expectations, disruption of organization models, competitive pressures, globalization, and ineffective human capital practices.

Our recommendation is further reinforced by a review of the recent literature on this topic.

1. The strategic imperative for Talent depth to be an asset vs. liability referenced in consolidated research on Leadership Succession/Continuity most recently 2016 and 2017 series of articles in HBR, McKinsey Insights and Sloan Management Review
2. The Point of View that has emerged from our Advisory work that 2017 represents an opportunity to use a “Disruptive Organization Model” for Talent processes overall and Leadership matters in particular

As further justification for this Recommendation the following foundation is provided.

• Dr. Noel Tichy in his recent book Succession asserts that without proactive planning on how to fill, and inventory of talent well in advance of leadership, and/or key role “vacancies”, the chance of success is below 50% for replacement personnel
• Ram Charan in his book The Attackers Advantage and December 2016 HBR articles offers the following (paraphrased) –Leaders (Directors, Owners, CEO’s) who excel at selection are willing to expand the lens in how they look at the capabilities of reporting levels beyond performance track record to the 2 to 3 interwoven predictive behaviors that will be necessary for success
• The following compelling data points are from various sources (Booz Allen, McKinsey, Hedrick & Struggles, Korn Ferry and Saratoga Institute)
• Team Building and Empathy are as important as Performance for promoting enterprise success (often stated infrequently realized)
• 55% of the Fortune 500 Boards of Directors have expressed dissatisfaction with the Succession Planning processes of their enterprises including the CEO replacement approach
• A study of the 2500 largest companies on the planet indicate that inefficient Succession Planning on average results in $1.8B losses during transition
• Underperformance does not incent change 45% below peer group by sector correlates to only 5.7% probability in change of leadership
• 39% of the Fortune 1000 Boards indicate “no viable candidate” to replace the CEO compelling a similar % undertaking external hires which Charan stipulates as “highly unlikely to be successful”

In the context of the recent HBR assertion “Succession Planning takes years not months” DPC would recommend the following steps:

1. Senior level stakeholder interviews focused on “beyond task proficiency” what are the essential differentiating qualities that will be needed for success
2. Comparative Inventory of Leaders (broad based) and high potentials in relationship to these attributes
3. Embed into developmental and hiring strategies the lessons learned from this exercise
4. Creation of a Critical Constituency Depth Chart whereby the following is highlighted

a. Identification of 1 ready now replacement
b. Identification of 2 possible replacements
c. Identification of external Search capabilities to be deployed in
    emergencies and/or lack of “ready now” sense of urgency
d. Assignment of non-senior leaders a “personal growth and
    development task” similar to the GE “popcorn stand” to provide
    additional evaluative foundation

The New England Patriots have a mantra of “do your job” five Superbowls (including the most recent heart stopper) indicates the validity of this philosophy.  However, DPC would argue in the commercial sector this would be limiting for the medium to long term for any existing organization.  Our impetus is that the above suggestions represent process steps that should be presently underway and if not, a sense of urgency should exist.  DPC would substitute the words “do the job you should have been doing all along”!

Additionally we would embed the following questions:

I.      What skills sets will we need beyond domain proficiency to have a sustainable growth oriented
        enterprise?
II.     How does our current population of Leaders and Future Leaders compare to these desired
        attributes?
III.    How can we develop and/or hire sufficient numbers of people to address deficiencies in the above?
IV.    What is the true nature of our Leadership bench in respect to Readiness?
V.     What is our contingency plan to be deployed if necessary?

From whatever vantage point you situate, this year will continue to be dynamic.  As a suggestion, borrowing a title from a previous book by Dr. Tichy on the topic of leadership Control Your Destiny-Or Somebody Else Will!

Discussion Partner Research and Client Experience on Executive Transitions

2017 is a transition year for many Boomer Executives whom will be reaching the milestone age of 65!

Granted Charley Watts of the Stones and Ringo Starr are 75 and still touring and Mick Jagger is about to become a father again! Yet there is something magical about 65 as it was the age when most of our parents left the work force.  

At the time however, after they got their gold watch, took a cruise, there was not much life left based upon actuarial tables and cultural norms.

Discussion Partner’s launched a Transition Advisory Service offering in 2013 after the publication of our book Executive Transitions-Plotting The Opportunity!

Since that time we have worked with several hundred executives in a variety of sectors.

We have organized our Transition Advisory support to executives in four phases.

Phase 1-Preserving The Legacy-succinctly put taking proactive steps to insure that the efforts you undertook, and the success you engendered are recalled in the most positive terms.

In Discussion Partner’s experience regardless of age and psychographic profile it is prudent to substitute the question of “How will I focus my energies for the next 3 to 5 years” vs. “What will I do with the rest of my life”.  This is the principle of Inflection Point we utilize in our discussions with executives whom have an extensive work history often with one to two employers.

Transition Principles
The below represents a baseline from which we develop tactics for executives whom are departing from a “continuing concern”.

Phase 2-Ensuring Enterprise Continuity - making sure that care and thought are given to the preservation of momentum as manifested in the Succession Plan….through constructive access, advice, and prescriptive documentation.

Interim Period Issues-Post Successor Selection
Be mindful there is oftentimes a “rock in the middle of the river” attitude to be avoided in a post announcement environment.  Be advised we usually find it well intentioned and focused on the executives “best interests” so as to “not bother them”.

Still however it is difficult to be working in an environment that seems to have forgotten one has a pulse.  

We use the sequence of John Wayne to reinforce the point in terms of reinforcement of a visible career.

1. The key here is two-fold:
   Don’t take it personal….it is the normal cycle
2. Consider acceleration of your departure from the office in favor of working remotely at some point….

Regardless of timing there is a “Snagglepuss” phenomenon, the appropriate time to “exit stage left”!  The time frame is accompanied with the likely outcome of SARA even though it is your decision.

• Shock
• Anger
• Rejection
• Acceptance

There WILL be a feeling of emotional disorientation associated with departure.  It is most advisable to recognize that Retirement is a platform to other areas of personal and creative expression.

Playbook
I can presume the suggestion of this exercise may seem odd; however our experience is that it is very useful when a Successor may not be up to the task immediately.  It is also non-trivial in reaffirmation of legacy.

The value of having a brief treatise on your experience with a limited distribution is it a) helps others see “your role through your eyes” and b) it reduces “blowback” in that after you leave, it reduces the possibility that you would be blamed for others mistakes.

Our concept is a 1 to 2-page memorandum that focuses on the following:
• The initiatives you feel were executed well
• Those that are in process and/or you feel were deficient
• Two to 3 top of mind suggestions for securing progress in your previous role

Phase 3-Rejuvination Break-taking a break to recharge and reflect on next steps in career trajectory.   DPC perceives as inevitable regardless of means, age etc. as those whom are Type A don’t change their DNA.

The Concept of the Commercial Sabbatical
The foundation for the “Commercial Sabbatical” concept we promote derives from our research and client experience. Based upon Executive Demographics and Aspirations, it is embedded into our hypothesis that successful executives after a period of rest, are desirous to reengage in commercial activates

1. Older Executives (65 plus)-focus on 2 to 3 activities part time post-employment
2. Bridge Executives (55 to 65)-focus on 2 to 3 activities part time post-employment for a period of approximately 2 years then return to “work” in an Advisory and/or Employee capacity at a level of at approximately 50% of the time until age 65 or older
3. Off-Ramp/On-Ramp Executives- (55 and below) If not focused on replication of a full time setting immediately the executive focuses on 2 to 3 activities for a period of approximately 1 year and then return to work as Advisors and/or Employees until age 65 at a level in excess of 50%

Phase 4-Cyclical Planning- conceptualization, deliberation, and implementation of the plan developed prior to departure and refined subsequent to departure.

Transitioning Executive Research
The below represents our current thinking on the question. “Where are Executives likely to spend their time post-employment”?  Our assumptions are derived from a research project of over 2,000 executives and our Transition Advisory work with clients

DPC Theoretical Framework-Creation of a scenario strategy for 3 to 5 years embedding the context of Commercial Sabbatical.  

Discussion Partner Transition Focus Assumptions if not full time alternative, 2 to 3 Part-Time endeavors:

•       New Role/Alternative Employer
•       Consulting Advisory
•       Academic Pursuit as Adjunct Professor
•       Author/Blogger
•       Personal Investor
•       Commercial Board Membership
•       Political Involvement
•       Philanthropy
 •       Social Responsibility (including NGO Boards)
•       Higher Education-Student
•       Arts
•       Entrepreneur-non Commercial
•       Start Up Initiator
•       Sports-Recreational
•       Other-Rock Star?

Board Memberships
As this is likely an area of “pursuit” we wanted to provide some additional detail.  DPC has a matrix approach for thinking of Board positions.  Our mental model is that the maximum be three Boards to avoid becoming a “professional” member.  Essentially, if you are on more than three, you are working close to full time.

Board   Primary Role        
1  Chairperson              
2  Committee Chair 
3  Key Committee Participation

As you can see from the above 3 Boards could be very time consuming.

Tammy Ericson, Ken Dychtwald and Bob Morrison in their seminal HBR article It’s Time To Retire Retirement asserted in an elegant way that Retirement is not a phase down from relevance.  Moreover it is a platform for one to pursue alternative interests and avenues for personal satisfaction.

Discussion Partner’s research and advisory interdictions would reinforce their hypothesis.  Moreover, given the stabilization of the economy and emerging career opportunities, it is optimum to be mindful of how to channel personal and enterprise Executive energies.

Venezuela…When Does Regret Compel Action?

The May 1st morning BBC segment on the tribulations in Venezuela was extremely disheartening.  

Having worked and lived in Venezuela as an expatriate I have never encountered a smarter more family dedicated and cause committed citizenry.  

The street protests have cost 28 people(as of this date)  their lives, and the present run rate for inflation is 2000%.

The recent interaction between the Venezuelan government and the Organization of American States does not offer hope and in fact contributes to the problem.

Given the US media preoccupation on terrorism, Brexit, the French election and what will the President say next and after stated mean, there has been minimal media awareness paid to the Venezuelan situation.

While there appears to be no imminent solution to their problems the status quo is untenable.

One element that comes to mind when the above is considered is the nature of regrets.

The most appropriate question governments, influencers, and people can ask at times like this is “should I do more, and if so what”?

When conducting the interviews contained in our most recent book, Executive Advice To The Young-Don’t Repeat My Mistakes! the most compelling lesson learned by the authors was that regrets are insidious.  They color self-respect, and if not translated into lessons learned, with a bias for constructive action, mistakes can possibly be repeated.

It is difficult to listen to the BBC about the travails in Venezuela having been associated with the society and it’s people.  While thoughts and prayers have their place, the question before me, to avoid regret, what else can I do?

Doing nothing for me is no longer an option, and I have some modest thoughts as to next steps leveraging relationships I am fortunate enough to enjoy.  

So, the point is, I don’t choose to ignore any longer the situation and let it evolve.  

We all have our points of view on things that need to be changed.  Whatever they are, and however you respond, it best to think proactively to avoid the regrets similar to those we interviewed for our book, and the ones I experienced May 1st, as they will never go away.

Inflection Point-Yogi Meets The 5th Dimension

One of the famous utterances of Yogi Berra was “when you come to the fork in the road take it”. 

Although somewhat mystifying the wisdom is emerging as relevant in our client work with C-Suite Executives promoted from within, as they achieve their 3rd year anniversary.

During a review of the performance trajectory of Discussion Partner clients, we realized that there is an inherent Inflection Point associated with this milestone anniversary.

17 of our current C-Suite clients fit the following profile:

• Tenure with existing companies at least 5 years prior to promotion.
• Member of Executive Committee where they enjoyed peer level collaborative endeavors.
• Primarily (although not exclusively) elevation to leadership position based upon strategic circumstances vs. pre-planned continuity progression

To assist in gaining maximum insights DPC created the model we refer to as The Fifth Dimension (not to be confused with the Age of Aquarius Music Group).

Post Appointment Outcomes

Determined- during the three year period the executive has met or exceeded economic, quantitative, and qualitative metrics

Driven-the enjoyed success in addition to contributing to self-confidence has fostered an achievement oriented mind-set

Tenure Driven Influencers

Distraction- during this period the executive has eliminated or mitigated the distractions or ambivalence associated with managing a cadre of former colleagues in favor of commercial focus

Distance- during the time-frame, the common refrain from direct reports is “he/she has changed”, or “they don’t interact as before” while inherently true, it is usually articulated as a criticism 

Directive- the pace of decision-making and execution only accelerates as the executive gains self-confidence to the chagrin of former colleagues whom feel if not left out, that “they are deciding in a vacuum”

Conclusion

Relationships do change, they are not the same for a confluence of reasons the most unlikely being the promoted executive has become an egomaniac.

Also an unlikely outcome is that the level of collegiality with those whom were peers will return. 

Inflection Point

During the initial period of leadership, the executive’s style is evolving somewhat in a trial and error progression.

DPC’s suggestion is independent of the gray areas of discomfort, Distraction, Distance, and Directive it is best to avoid the 6th Dimension-Distortion avoid second guessing oneself and as the New England Patriot’s have recently reinforced good things happen when you “just do your job”!

It Takes Years to Build the Bench–Get Serious!

Welcome to 2017!  Given the geo-political dynamics before us, this year portends to be a roller coaster ride!

As we enter the New Year and update our “resolutions” from new to carry forward, my colleagues at Discussion Partners and I would strongly urge an elevation of, and renewed attentiveness to, Succession and Continuity planning as a priority!

Notwithstanding pre-existing protocols we are suggesting this review encompass the most generous interpretation of processes concomitant with experimental and disruptive solution sets.

Our recommendation is driven by results of a December 2016 study DPC conducted with 1700 C-Suite participants.  The survey was on the topic of envisioned 2017 challenges. 94% of those surveyed indicated “the ability to attract, motivate, and retain top talent” as their #1 concern.

Discussion Partner’s has been conducting this annual Pulse survey since our founding in 2007.  The intensity of the above concern while always “on the list” was never #1.  In addition the rationales expressed in the anecdotal justifications were compelling inclusive of envisioned shifting demographics, new worker expectations, disruption of organization models, competitive pressures, globalization, and ineffective human capital practices.

Our recommendation is further reinforced by a review of the recent literature on this topic.

1. The strategic imperative for Talent depth to be an asset vs. liability referenced in consolidated research on Leadership Succession/Continuity most recently December 2016 series of articles in HBR and previewed upcoming articles in Sloan Management Review
2. The Point of View that has emerged from our 2016 Advisory work that 2017 represents an opportunity to use a “Disruptive Organization Model” for Talent processes overall and Leadership matters in particular

As further justification for this Recommendation the following foundation is provided.

• Dr. Noel Tichy in his recent book Succession asserts that without proactive planning on how to fill, and inventory of talent well in advance of leadership, and/or key role “vacancies”, the chance of success is below 50% for replacement personnel
• Ram Charan in his book The Attackers Advantage and December 2016 HBR articles offers the following (paraphrased) – Leaders (Directors, Owners, CEO’s) who excel at selection are willing to expand the lens in how they look at the capabilities of reporting levels beyond performance track record to the 2 to 3 interwoven predictive behaviors that will be necessary for success
• The following compelling data points are from various sources (Booz Allen, McKinsey, Hedrick & Struggles, Korn Ferry and Saratoga Institute)
• Team Building and Empathy are as important as Performance for promoting enterprise success (often stated infrequently realized)
•  55% of the Fortune 500 Boards of Directors have expressed dissatisfaction with the Succession Planning processes of their enterprises including the CEO replacement approach
• A study of the 2500 largest companies on the planet indicate that inefficient Succession Planning on average results in $1.8B losses during transition
• Underperformance does not incent change 45% below peer group by sector correlates to only 5.7% probability in change of leadership
• 39% of the Fortune 1000 Boards indicate “no viable candidate” to replace the CEO compelling a similar % undertaking external hires which Charan stipulates as “highly unlikely to be successful”

In the context of the recent HBR assertion “Succession Planning takes years not months” DPC would recommend the following steps:

1. Senior level stakeholder interviews focused on “beyond task proficiency” what are the essential differentiating qualities that will be needed for success
2. Comparative Inventory of Leaders (broad based) and high potentials in relationship to these attributes
3. Embed into developmental and hiring strategies the lessons learned from this exercise
4. Creation of a Critical Constituency Depth Chart whereby the following is highlighted
1. Identification of 1 ready now replacement
2. Identification of 2 possible replacements
3. Identification of external Search capabilities to be deployed in emergencies and/or lack of “ready now” sense of urgency
4. Assignment of non-senior leaders a “personal growth and development task” similar to the GE “popcorn stand” to provide additional evaluative foundation

The New England Patriots have a mantra of “do your job” four Superbowls and #1 seed for 2016 indicates the validity of this philosophy.  However, DPC would argue in the commercial sector this would be limiting for the medium to long term for any existing organization.  Our impetus is that the above suggestions represent process steps that should be presently underway and if not, a sense of urgency should exist.  DPC would substitute the words “do the job you should have been doing all along”!

Additionally we would embed the following questions:

1.  What skills sets will we need beyond domain proficiency to have a sustainable growth oriented enterprise?
2.  How does our current population of Leaders and Future Leaders compare to these desired attributes?
3. How can we develop and/or hire sufficient numbers of people to address deficiencies in the above?
4. What is the true nature of our Leadership bench in respect to Readiness?
5. What is our contingency plan to be deployed if necessary?

From whatever vantage point you situate, this year will be dynamic.  As a suggestion, borrowing a title from a previous book by Dr. Tichy on the topic of leadership Control Your Destiny-Or Somebody Else Will!

Pushing The Envelope To Confetti!

Among the most painful words in a meeting making it feel like Dante’s Inferno encompass at least the following:

• I still don’t understand
• I don’t agree because I don’t like
• I don’t think we have all of the information
• My gut tells me we need more
• I don’t think we have discussed this enough
• How come you are so quiet
• That’s not how X, Y, Z would have done it
• How will we know if it will work
• I don’t see the point

I can’t decide

Deming was quoted as saying  “without data you are just another person with an opinion”.  The question that arises even when you see the wisdom of this quote is at what point do you call a halt to the pursuit and analysis of data and make a considered judgment.

The term “Hyper Logical” also can be a change barrier for if you accept the definition at face value “One who carries out logic to the extremes”.  Same problem, resulting in a bias for inaction.

In our Advisory work Discussion Partner’s often invokes the adage “speed now elegance later” when the conversations, research, and decision postponement “in search of more” seems to have exhausted both time and patience.  

We apply two questions to encourage a pivot to a decision.

1. Can you reasonably assume that any more data will change your perspective and lead to a better decision?
2. Isn’t it just as logical to assume that paralysis due to the exhaustive application of logic is in of itself illogical?

Socrates nor Aristotle, and unlikely Deming would embrace our point of view…. which without hesitation is as follows:

Never enough means just that, with the implications of a postponed decision being just as dangerous as the wrong decision.

Our point of view is a strategic asset is speed, plan accordingly by either calling the question, or reframing  endlessly debating options to a time-bound decision platform.

Leadership Awareness - Avoiding Einstein's Definition of Insanity!

Einstein’s definition of commercial insanity is “continuing to repeatedly do the same things anticipating a different result.”

My Discussion Partner colleagues and I recently felt the need to regroup to insure as Advisors we were not getting intellectually lazy and out of touch with the Essential elements of both enterprise sustainability and the differentiating profile of the “new worker”.  Our catalyst was awareness that we were giving almost verbatim answers to these questions and felt the need to reality check ourselves on the wisdom of our advice.

To that end, we conducted an internal pulsed survey which was later tested with key relationships on three questions:

1. Are we doing the right things to remain edgy and how do we know?
2. Are we assuming correctly our insights are relevant and actionable?
3. Are we focused on those Leadership challenges that if not addressed by clients will act as Strategic Restraints?

Validating that we are at least attempting to focus on the right topics, at the right time, and embedding intellectual curiosity and rigor into our protocols, DPC as is our practice refined our similar points of view into Discussion Points on elements of “Core” as defined as the platform for growth or potential for meltdown on two topics:

1. Differentiated Enterprise Success Factors
2. Differentiated Behaviors for New Worker Success

Differentiated Enterprise Success Factors
In respect to Enterprise Success factors, we have an emerging level of comfort that there are three Core Components as follows:

Enterprise Core Success Drivers
The three Core elements DPC have identified are what tongue in cheek refer to as “Triple A” positioning.

1. Anticipation - being able to identify trends real time in advance of competitors that if pursued enhance the potential for enterprise success - for example an organized process for R&D investment vs. gravitation  towards the loudest advocate for their idea
2. Agility - the ability to pursue multiple tracks in tandem proficiently, embedding flexibility, ongoing incorporation of lessons learned, and deployment of a Null Hypothesis contingency if corrections are required - for example when to exit a business line
3. Alignment - consolidation of initiatives purpose built for customers that promote their interests in a sustainable measurable manner vs. a “one off” success decision that ultimately is short lived or possibly even worse, results in disenfranchisement of enterprise wide success - for example a product that may enjoy success as a “fad” but whose success horizon is truncated

For Baseball aficionados the reference to Triple A is not accidental, as is the case in the Sport, the modus operandi of “trial and error” is encouraged.

Differentiated Behaviors for New Worker Success
Core Elements Incumbent Profile
There is no enterprise on the Planet that is not being challenged by the dynamics of the “new worker”.  During our deliberations we asked ourselves the following questions:

1. Do Boomers and Generation X have attitudes or behaviors that Millennial don’t possess or care to secure?
2. Are the differences between and among the cohorts the result of leadership deficiencies vs. gaps in attitude or proficiency?
3. Is it advisable to manage incumbents differently by cohort vs. self-awareness that career progression and aspirations are fluid?
4. Should managers manifest sensitivity to, vs. modification of various leadership style dynamics?

After much deliberation and arguing, sometimes cordially, DPC has identified 3 Core elements we perceive as the Contributory Differentiators regardless of workforce demographic (Boomer, GenX, or Millennial).

The three Core elements are as follows:

1. Self Sufficiency - the incumbents ability to function independently, with low managerial maintenance, concomitant with willingness to take acceptable risks while always being prepared to defend decisions
2. Accountability Obsessive - takes assignment of tasks, and acceptance of same, as personal promises, never deferring to “the other guys fault” or “dog ate my homework” defense for inadequacy
3. Achievement Oriented - career focused and driven to succeed through collaborative means, eradicating from their personal identity, “for me to win someone has to lose” while recognizing the definition of success in of itself is different by person vs. universal by age

Transitioning Organizations Bifurcation Concept
A call out to the above is that in organizations transitioning, independent of impetus there are always incumbents whom for the moment are essential: but in the medium to long term are unlikely to be aligned with the aspired to proficiency and/or attitudinal model.  The key is to keep these “legacies” productive until such time as they are displaced.  Be advised that how this process is handled is of critical importance as it sends messages throughout the universe these days and to avoid apologies, it is best the incumbent is aware, feels supported and most importantly treated with dignity.

Discussion Partner’s finished this exercise with an awareness that it should be embedded into our on-going methodology review or we will revert from Triple A to Sandlot players very quickly.

Brexit-Unanticipated Outcome?

Coincidentally I was in London the day after the surprise vote in the UK to leave the Economic Union (EEU).   

Beyond the shock I observed reminiscent of the Bridge Over The River Kwai-“my God what have I done”, and the rush to exploit the advantages of the Dollar vs. Pound currency valuation, it provided a personal opportunity to observe how folks reassessed their citizenship affiliations.

Clearly the vote to leave the EU represented a societal desire to maximize control of destiny.  However for those people who remain in the EU, it also possibly triggered a reflection as to national affiliation.

To put this observation in context I would offer two personal experiences.

Being a US citizen of Irish heritage I like many of my countrymen referred to myself historically as “Irish American” that is until on Dublin’s Grafton street decades ago I was corrected by a client “no you are American Irish, I am Irish.”

Living and traveling as I and many do, in the ensuing decades I noticed a lack of ambiguity in terms of country loyalty independent of the European Union and the number of passports one held, when queried as to “were are you from” there was a crisp answer, “I am-Canadian, Mexican, British, Scottish, Japanese, French, Italian etc.”

Post Brexit in London, I immediately noticed a difference in how non-UK citizens respond to the question of nationality.

On no less than 7 occasions when I was asking or overhearing others posing the question “where are you from”, the response was “I am European from X.”

Clearly a sample size of 7 responses could represent an anomaly and hardly representative of a new way of thinking regarding societal affiliation. However given the dream of Churchill of a “United States of Europe”, and the objective of Roosevelt and later Truman of a platform for United Nations the Brexit vote could have an unintended outcome in that while we are dealing with the consequences of the vote it may have compelled EU member citizens to think of themselves in a dual manner.

If so….maybe the Brexit outcome has a silver lining…buried in the current dark clouds of confusion.

I Don't Want to be Arrested

I recently spoke to an Executive asking, “did you ever give a piece of advice that had unintended consequences?”

 I recently spoke to an Executive asking, “did you ever give a piece of advice that had unintended consequences?”

Absolutely, a while ago I was leaving a movie with my two grandsons, 12 and 9.  On the way into the film you buy everything in sight including, popcorn, candy for emergency purposes and of course a “big gulp” soda.

On the way out the 9 year old refilled his cup.  I said to him “your not supposed to do that we have to pay”.  He felt a little bad and I told him not to worry about it.  He kept saying “I didn’t know”.

In the car, he kept apologizing  I told them about how I once was embarrassed for doing the same thing.  “I was in the M&M store in Times Square and I thought these big vat’s of candy were samples.  Of course I just ate and ate.  I then noticed that people were loading bags and going to the check out”.  I realized my mistake and went to the counter with a bag and told them, I think I owe you double”.  Of course there was chocolate on my fact making their job easier!

The boys were laughing of course….stupid Grandfather!

A couple of weeks later my son called me saying “you’re never going to believe what your grandson did,” of course the imagination runs wild.

“He was at the movie and as he was leaving his friends started filling their big cups”.  He said “we are supposed to pay for those”.  At that point their ride aka one of the boys mother’s arrived a little late saying “we’ve got to go boys we’re late”.

“My grandson said we have to pay for these” and apparently she didn’t hear him.  He then said “can you call my mother to come get me I don’t want to be arrested”!  That she heard!

She then said “huh” he said “we have to pay for these sodas”.  Meanwhile Dillinger and Capone were slurping away.  

The mother did the right thing stating “thank you, of course we have to pay.”

Executive Suggestions:

• Paying when you should is the best approach no matter how much, or how distracted you can be
• Adults telling children about embarrassing moments is very helpful as you are admitting being human, they don’t feel as “bad”
• Young or old watch your sugar intake!

Billy Got Big

I trust you and your families had a great holiday season!

Discussion Partner’s is in the final stages of our next book Executive Advice to Children-Don’t Make The Same Mistakes I Did!

The e-book will be out in the Spring of 2016.

The e-book which is anticipated to be obtained by Executives is targeted for storytelling to or readership of 11 to 16 year olds.   The impetus is our collective frustration and candidly rage with the condition of the world and the negative role models we adults continue to manifest for our children and grandchildren.

The book will focus on issues such is diversity, honesty, suicide, respect, and bullying among others.  The intent is to recount a negative event, share outcomes and reinforce that even though bad choices were made, that there were lessons learned.

Obviously our intent is to suggest that when children are faced with choices it is best to make the appropriate ones to prevent or at least forestall damage to themselves or others.

Our first vignette, and shared for the obvious reason that as adults and executives there are commercial insights,  is focused on Bullying, an atrophy in society that is alive and well.  Unfortunately bullying is in no small part promoted by social media, leading to devastating results.

Thus the chapter BILLY GOT BIG!!!!

I was having dinner recently with my son, his wife, and two sons.  We were discussing the DPC effort to develop a Children’s book and our reasoning.

Both my son and his wife are teachers and we began discussing the topic of bullying and its effects on children. My son said:

"OK, I have to come clean….when I was in second grade I really teased other kids a lot….and one of the kids I teased the most was Billy B.”

“I never thought of it as cruel and bullying is not how I remember it but I  should have realized I was hurting his feelings.”

“He did get payback though when we got to Middle School”.  “I hadn’t seen him in a while.”

A few days after we started school a friend came to me and said ”Bill B. is looking for you….and he got big!”

“I didn’t think anything of it….until one day I closed my locker and there stood Billy B. and he was huge! He started beating on me.  I don’t know if I cried, I just wanted to live to First Period.”

When I asked “so what did that teach you…and what do you say to your students or your  own kids (whom are rather big for their ages)?”

His response was “well I tell them it is wrong…but I also tell them eventually teasers and bully’s run into a Billy B. and they will pay”.  “I tell my 5^th Grader’s the same story when they lay hands on each other.”

There are obviously some lessons learned for us “older kids” whom through good fortunate are in the position to act like “bullies.”

I Was Ashamed...Now I Am Again

As part of an upcoming book on Executives advice to children based upon difficult experiences I interviewed a Boston based gentleman whom had an extensive career in the US military as a senior reserve officer in tandem with his commercial role.

The executive was commenting on the post-Paris terror reactions in the US  where candidates were debating the wisdom of registration by religious affiliation….a position that he found “embarrassing as an American and moreover a human being”. Below is the interview.

September 11th changed much for us in the States.  We no longer felt safe, and for the most part unclear who was the enem as in decades past it was a country vs. a country not a society vs. a religious belief kidnapped by extremists for their own purposes.

I have to say though that in the aftermath I behaved very badly on one specific occasion for which I am still ashamed. About a week after 9/11 I boarded a plane from Boston to Dallas. I was upgraded to First Class as the plane was somewhat empty. Shortly after I boarded another passenger came on whom looked of    Arabic descent.  I gave him a look that at best could be described as rage if not overtly threatening.

Immediately after he took his seat, also in First Class I took off my belt, rolled it up into a garrote, and covered it with my jacket.  Candidly I don't know what I would have done if he had moved towards the cockpit…likely something stupid.

Fortunately he did not get out of his seat.  When we landed, I felt awful and guilty.

I waited for him in the terminal and apologized for the look I gave him with the words.  I am sorry, that was inappropriate, and I thought I was better then that.

The man was startled that I took the time, he was Iranian and had come to the States as a student in the 80’s and never went back due to the change in leadership and society culture.

He did say I guess I have to get used to people being suspicious and focusing their anger on me-I am angry too for what has been done to us!

When asked for his thoughts on the above he stipulated: "I remember most he used the word "us!"  This man felt the same way I did about the terrorist attack."

It is dangerous to blame a society, religion, or philosophy for the actions of a few who interpret by self indulgence.

Other than Native Americans all in the US have immigrant origins….the only question is how many generations between our ancestors and us….ignoring this or forgetting is self serving at best.

Interpolation Noun Or Mathematics?

It is not often that a word in English when generously interpreted can have multiple meanings.

The word Interpolation however does qualify for this phenomenon.

When used as a Noun, the word means “the act or process of being interpolated (analyzed, interpreted)”.

When used in a Mathematical context it means “the process of determining value between two points having prescribed values”.

The word is a great platform for Career Progression in that if you want predictability you rely on Mathematical: but if you favor the words, “it depends” as we consultants do often, you adopt the Noun.

As leaders enter the age of Millennial-Mania where the only managerial rule is there is no rule for managing this cohort, the safest position to take is not to take one!

Discussion Partner’s has begun promoting a concept we have labeled Interpolation Career Progression. Whereby there is predictability in respect to title and/or level of the next step.  Beyond that however, it is situational compelling a Social Covenant between the enterprise and the employee.

The elements of this Social Covenant encompass the following:

1. Time-bound - you can go fast, you can go slow, or may not go!  Essentially there are no guarantees as to when and if you will move to the next level.
2. Performance Expectations - these are fluid based upon enterprise need at the time and subject to change which can accelerate or decelerate “promotion”.  
3.  Achievement Feedback - DPC is heavily influenced by the trend whereby the uses of formal and therefore implied complex processes are being sacrificed in favor of more dynamic real-time systems. We would actively encourage you to monitor the studies being conducted by Dr. John Boudreau and his colleagues at the Marshall School at USC on Performance Management.)
4. Discretionary Rewards - If you embrace the Social Covenant concept you have to presume enterprise commitment, objectivity and fairness.  This pre-supposition therefore has to extend to Total Compensation.  DPC’s perspective is that the shift in demographics, and the challenge to how one is paid (for example Incentive Stock Options), their needs to be a concomitant review of when and for what the platform of which is trust!
5. Transparency - it is an oxymoron to say that an evolutionary process based upon trust is transparent.  Yet we feel that if you accept the given of end state direction (title/level), and tolerate the ambiguity of “it depends” on the means and avenue of the journey in of and itself, this constitutes transparency.

One of the endearing qualities of the Millennial or Generation Y is their patience.  Yes I am being sarcastic!!!!!  

Discussion Partners takes the view in our promotion of Interpolation is that for it to be successful there needs to be an on-going dialogue characterized by objectivity and frankness.

At the risk of being manipulative in promoting the concept of Interpolation, DPC perceives the above assertion as the real benefit of the idea. Our perspective is anything less; the leader is toast in attempting to manage the expectations productively of the “new worker”.  

The Rule of Four

As the summers in the US and Europe have officially ended, and the South American Spring has begun, there will be a renewed effort focused on Corporate Governance inclusive of replenishment of Boards and Advisory entities.  

In 2013 Discussion Partner’s conducted a survey on post-employment aspirations for a then upcoming book (see survey results and Chapter below).

The Chapter was focused on the implications of post-employment prioritization of activities.

As one would imagine the focus on participation on Boards of Directors was often mentioned.

Over the last 2 years Discussion Partner’s has been conducting Pulse Surveys and interviewing key executive clients, whom are already sitting on Boards posing the question, “what is the optimum set of circumstances that motivate you to want to continue as a membe?"

At present we have approximately 700 executives in our sample base.

There has been significant convergence in the responses we have received.  DPC has labeled the most frequently mentioned responses as The Rule Of Four!

1. Scale - there is a strong preference for participation on smaller governance bodies.  The most frequently mentioned was 9 maximum for the full Board with Advisory committee’s membership 3.
2. Substantive - matters discussed are material engaging the intellectual curiosity of members….there is an abhorrence for “rubber stamping” decisions taken by line executives without or minimal consultation
3. Select - there is a desire to serve with Directors whom have also achieved a peer level of commercial reputation and success, this is not self-selection or “old boy” but more an issue of agility and effectiveness of decision making.
4. Solo - the platform to avoid being the “only or lonely vote” on governance matters.  There is no reluctance to disagree but “isolation can become disagreeable”

One of the irony’s noted by Discussion Partner advisors is that while the improving economy has compelled a replenishment in leadership staff for a confluence of reasons, we believe there is an unhealthy reluctance on the part of long serving Board/Advisory members to ask the questions “are we the right people moreover, am I the right person”?

Enjoy the next wave of weather!

The Celebration Without The Party!

Ask yourself the question what if I invited my family to my birthday party…and no one came?

The obvious feelings would be confusion, rejection, hurt, and if a member of my family, a vow of “I’ll make them pay”!

Now ask yourself the question….”what if I or my parent founded a company, I spent my whole career growing the business with the thought that my children would run it, and they have no interest in doing so”?

Your reactions would likely be similar…extended to encompass the parental utterance of “where did I go wrong”?

Fortunately or unfortunately this situation is evolving into a trend that cannot be ignored.

The undeniable facts that surround the reality are as follows:

• The children of owner/founders are oftentimes the beneficiaries of a terrific education
• The children have likely had the opportunity to travel extensively both domestically and internationally
• The children of Boomers have benefitted from the parental conditioning that results in feelings of confidence, experimentation, and encouragement to express oneself
• The children of Boomers are not disposed to think of career decisions in the context of extended tenure…more 3 years vs. lifetime in tone and substance
• The children of owner founders are not ungrateful, nor dis-respectful, they are looking for different challenges in career progression

There are of course exceptions to this emerging trend.  However, the fact that there is an evolving narrative suggests the need to move beyond sentiment towards strategic frameworks.

Over the past the last three years in Discussion Partner’s Transition Advisory work in the Privately Held/Family Owned business sector(167 clients), we have found in 67% of circumstances there has not been a passing along of the business to the next generation of family members.

Notwithstanding the disappointment that is unavoidable, quickly the parent realizes in fact it is a tribute as their children are manifesting a “mind of their own”.

The “top 5” considerations as the owner transitions to the next steps encompass:

1. Estate Planning-development of a comprehensive plan that provides reassurance that wealth creation for the family has been secured
2. Timing Determination-the senior leader then has to determine how long they choose to stay involved.  In our experience unless there are detracting circumstances, this is likely to be approximately 3 years
3. Growth Acceleration-we oftentimes the executive has a new found energy and concomitant with their now extended tenure, focus on innovative strategic intents inclusive of new processes, products, and geographies.
4. Transaction Contemplation-independent of potential buyer, employee, strategic, or investor driven, the executive focuses on a troika of refined initiatives inclusive of a) cleaning up of the balance sheet, b) raising the bar on performance, and c) replenishment of leadership population, as all are transaction enhancers.

The “now what” is understandable, the “where did I go wrong” assumption, is not appropriate as you are by no means alone AND the fact that you raised independent children is a tribute.

What is necessary is a purpose-built framework that predicts an alternative future for the company concomitant with an attitude of “enjoy the ride”!

Suspending The Belief In Unicorns!

Leaders of newly founded professional services firms are likely to encounter an invisible shield on the journey to success that inhibits growth and assaults confidence.

To have assumed that a plan, any plan, would be pursued sans turbulence, is as likely that Unicorn’s truly exist!

This inflection point is oftentimes when an organization hovers around 100 client/customer facing incumbents, or when geographic expansion removes line of sight to early hires.

Regardless of when this phenomenon becomes visible, adeptness and agility are required to overcome obstacles.

Discussion Partner’s recently embarked on a study of 22 firms whom are poised to grow: but struggle with the elements required to exploit their respective marketplace opportunities.

Our client experience and research suggests that there are four separate and distinct phases that have to be navigated to promote success and if not overcome, the net/net is disappointment or in extreme circumstances, extinction.

Stage 1-Trial and Error
When a firm is founded, there is unbridled optimism in support of the “big idea”.

The concept in search of a context is to address the questions, “how big, how fast, how many, how much”?

Essentially, unless the business model is a planned smallness, there is a hope that a growth trajectory can be promoted.  

Assuming there is a market for the big idea, the “now what” question arises.

Unless an owner/founder or initial population has a crystal ball, regardless of leadership sophistication, there are four areas that have to be incorporated into the business model.

1. How to manage the numbers, or more importantly how do the founders gain an understanding of the undeniable truths represented in the “financials”
2. How to create the infrastructure balancing need vs. cost, vs. an understanding of implication whether it is IT, Real Estate, Finance, Marketing, Logistics, Human Capital, or alternative foundations, the need is to manage the platform or run the risk of funding Chateau Briand on a Cheeseburger  budget
3. How to manage population control how many, doing what, measured by, and consequent engagement outcomes….the successful prosecution of this element is the secret sauce for growth.
4. How to avoid self-delusion confronting vs. ignoring the inevitable dislocations on the journey regarding leadership style and dealing with disappointments.

 Stage 2-Aspiration Plateau
Assuming the founder or founders survive Stage 1 without accepting the job at Pottery Barn or becoming a recluse on a mountain, the joy and rapture only continues.

The second stage is true channel management, how does the company and it’s leaders make the “great leap forward” into the realization that all successful lessons learned, have to be challenged with the operating mentality of “slash and burn”.

This is a provocative way of having to address the question of  “what no longer works”?

This is true pain as it encompasses:

• Culture-degree of formality vs. informality
• People-the rack and stack of folks in terms of alliance with growth vs. achievement against more modest expectations while appearing to disregard loyalty
• Access-how to prioritize where and with whom do senior leaders spend their time
• Keeping Score-raising the bar in respect to goals, expectations and accountability

All of the above require decisiveness.  Moving slowly or even worse ignoring the need to address, has unfortunate outcomes.

Stage 3-Replenishment
The replenishment question requires the embryonic but seemingly stable enterprise to address the following:

• The need to raise the average IQ by saying goodbye to “originator” staff, and hiring newer folks whom have a commercial mentality
• The need to have an on-going economic, psychic, or material cost vs. benefit mentality whereby  necessary vs. nice is the criteria for adjudication of moving forward or disposal
• The need to hold people accountable where the “dog ate my homework” excuse is substituted with the metaphor of “I am the dog and although cute, can bite”  
• The need to think of client experience, infrastructure, innovation and new product/service offerings as  interdependent “projects” with time-lines, resources, and success metrics that need to be taken as serious as marriage vows, as if not addressed results in a depletion of resources similar to divorce attorneys
• The need to recognize it is better to move fast and make mistakes vs. be overly deliberative applies ….the metaphor of speed now elegance later is the desired attribute
• To address all of the above in the context of a framework or “plan” where there is prediction, milestones, and clear definitions of success

Stage 4-Momentry Sustainability
Presuming your survival at least for the time being, you need to conduct a realistic assessment reminiscent of the French Resistance workers in World War ll, “am I a boy, playing a soldier, whom can cause damage” or “am I a pretender in hopes that I will survive with a glorious reputation” or “an unselfish contributor to the war effort.”   

All answers are negotiable, the lack of introspection however is not! Regardless of conclusions, there is a need to embed the lessons learned on the journey into a leadership style that promotes ambitious strategy supported by an aligned organizational model.

As important is a need to a) promote collaboration, b) be the poster child or children for unselfish behavior, and c) think of yourself from now on as the surfer whom is relentlessly outpacing the wave.

Firefighters do not sit around waiting for the fire, they train as if the fire will take place in the next 15 minutes….Special Forces, do not just bulk up, they develop and train against possible scenarios to stay edgy.

In the commercial sector, self-satisfaction, complacency, and forgetfulness of how hard it is to become successful and even harder to sustain this achievement, are self-destructive.

Some interesting statistics combining multiple sources:

• Since 1980 84% of “new” consultancies have lasted less than 5 years
• n the same time frame, 63% have not achieved 100 client facing incumbents
• In the same time frame 71% of those entities which did not achieve the 5 year time frame disaggregated into a firm of less than 10

Putting one’s faith in the continuance of a successful platform as the status quo is risky!

Failure like Clint Eastwood is constantly in the background saying “go ahead make my day!”

Running Out of Tomorrows!

Consultants have a healthy respect for coincidences.  In the past week I have experienced two separate discussions on leadership that suggest there are limitations to the definition of Talent Readiness, when “ready now” should be ignored in favor of taking calculated risks.

The discussions were focused on a company in crisis where retired executives were asked to return as the current leaders were deemed not up to the task.

My working hypothesis before being challenged was “good... the company is taking advantage of an expanded talent pool to resolve their issues”.  The alternative point of view assertively expressed was “that is so wrong on so many cultural levels, why are the current leaders not ready, and how can they not feel insulted by these decisions?”

One of Gandhi’s more meaningful quotes was “the mark of a true leader is not their number of followers, it is the number of leaders they themselves create”.  Easy to articulate, but difficult to execute given the historical and current state of enterprise focus on “the numbers”.

The most recent edition of Harvard Business Review (July/August 2015) features an article promoting the need to “Blow Up HR”. Not coincidentally this is the 10th anniversary of Why We Hate HR! this appeared in Fast Company.

The article presents a sensible case for this being a strategic need as the current processes are un-responsive and dated as was my working hypothesis!

Recalibrating a point of view first requires an acknowledgement of error….never easy….what is also necessary is an alternative.

The alternative, after consultation with other Discussion Partners is three-fold:

1. Elevation of Leadership Development to a strategic intent at least if not more important as the more traditional measurements of success
2. Public sanctioning including displacement of executives whom do not take this objective seriously.
3. Retiring the managerial well intentioned mantra of “I will spend time on staff development matters tomorrow” as no longer acceptable…..as leaders we have run out of tomorrows!

In the context of a starting point for Leadership Development the following capability shortfalls surfaced in the prosecution of our work with executives assessing the “readiness” of their Successors.

Early in our work when we posed the question “are your successors up for the challenge”, we frequently heard the response “no”, “not yet”, “not sure”, or “hard to tell”.  

Initially advisors were somewhat cynical about the response as Type A personalities have healthy ego’s.  However, when we dug deeper into the comments number in-common concerns were articulated by our clients.

Essentially they see the “deficiencies” or “shortfalls” in the following areas:

Global Preparation-given that most of the new wave of leadership began their careers during the recession of the late 80’s and early 90’s, the ability to secure an expatriate assignment, or participate in extensive international travel, was sufficiently curtailed.  Moreover, the cost constraint mentality that existed unintentionally discouraged pan-organizational initiatives in favor of “home grown” strategic intents.  Thus the ability to learn more about global challenges were bereft of opportunity.

Collaboration-the above also has to be put into the context of “how we now collaborate”.  Since the late 90’s collaboration has devolved to a state of electronic touch points.  The days where mission focused teams were created, and participants entered a room prepared to persuade others to their point of view are waning.  The use of electronic communication is now the norm.  A compelling example of course is Facebook as a principal communication vehicle.  This type of interface can be extrapolated easily to implications for collaborative efforts

Written Communication-as a rapidly aging baby boomer I still remember the Palmer Method, the nuns obsession with good grammar, and living in dread fear that my mother a Masters prepared English teacher would want to review my homework.

Having survived the above, I do look askance at the quality of writing that is offered today.

We have become executives who believe that well presented PowerPoint decks, are the bastion of good communication, and the more graphics the more forceful the argument.

The art of creating a persuasive paragraph, to be incorporated into a White Paper, or Education treatise has suffered according to our clients.

Intellectual Curiosity-most Boomer CEO’s are voracious readers of Biographies.  In addition to reading books about or written by, Jack Welch, they focus on Geopolitics and Political Biographies.

To reinforce the point the acceptance of books by Ian Bremmer Superpower,  Roosevelt and Stalin, Susan Butler,  Doris Kearns Goodwin on Lincoln (Team of Rivals), and Roosevelt/Taft (The Bloody Pulpit) as well as biographies of Churchill and Wilson are offered.

Twice a year Discussion Partners creates a Reading List for our C-Suite clients based upon what we are being told are the books they are focused on at the time. What we learned through this initiative was that the C-Suite, wants to understand, “how they dealt with adversity”.  

Our clients concern is that this lack of “wanting to understand” is of secondary importance to domain expertise.

The above “concerns” do not detract from the comprehensive work being done on Succession Planning efforts.  Moreover, our clients would also stipulate that the above has to be put into the context of the “world and work” are changing as well.  

The observations of our clients do however suggest, that there is a need to be aware that if the lack of opportunity and/or focus of the incoming wave of leaders is perceived as problematic, an organized response for this constituency and likely the next generation coming behind them.

The adage Running Out Of Tomorrows is Discussion Partners'  point of view that Leadership Effectiveness should go to the front of the line in terms of enterprise priority and no longer be a when “time allows” managerial afterthought.

A strategic intent when an enterprise is challenged of “un-retiring” executives because the incumbent leaders are unprepared should be characterized as it is….an embarrassment and unacceptable.

The Pirate Paradox

Consultants love acronyms. It helps us organize our thinking, reinforce points to clients in stark terms, and in the realm of self indulgence…sometimes makes us think we are smart!

Of course it can have a down side!

To correct a deficiency in my leadership style I coined the term VAR to promote self-awareness encompassing:

• Visibility-representation to the enterprise through presence…not symbolic: but tactical inclusive of decision making real time, and as importantly “in person”
• Access-promotion of an image whereby peers and subordinates are encouraged to approach with requests (supervisors usually are not made to wait)!
• Responsiveness-aggressiveness in closing the loop on requests clearly avoiding having to be asked twice!

The personally embarrassing episode was when in the office on a Friday I was confronted by an employee whom was “introducing himself”.

The discourse went something like this…

1. “Hi Tom I’m Brian”
2. “Hi Brian, how are you doing”
3. “Good it has been interesting”
4. “That is good to hear…. how long have you been here”
5. “About 4 months”
6. “So who do you report to”
7. “Actually you Tom”

I created the VAR tool initially for myself and have over the years used it with clients as well.

This led to the Pirate Paradox as If you say “VAR” real fast as one of my Partner’s ventured….”you sound like you’re Long John Silver”, “all that is missing is the Parrot on your shoulder.”

Allusions to Treasure Island aside, for myself and clients with whom I have referenced the acronym it is a not so gentle reminder that the Woody Allen comment “80% of success is showing up” has merit.

I would suggest if you find yourself in the situation of feeling that you are not sufficiently visible with those with whom you should be, think of VAR.

Successful Executive Transitions

2015 is a transition year for many Boomer Executives whom will be reaching the milestone age of 65!

Granted Charley Watt’s of the Stones and Ringo Starr are 74 and still touring….yet there is something magical about this age as It was the age when most of our parents left the work force.

At the time however, after they got their gold watch, took a cruise, there was not much life left based upon actuarial tables and cultural norms.

All of that has changed now…..just ask Ringo, a new album, book, and summer tour!

Discussion Partner's launched a Transition Advisory Service offering in 2013 after the publication of our book Executive Transitions-Plotting The Opportunity!

Since that time we have worked with several hundred executives in a variety of sectors.

We have organized our Transition Advisory support to executives in four phases.

Phase 1-Preserving The Legacy-succinctly put taking proactive steps to insure that the efforts you undertook, and the success you engendered are recalled in the most positive terms.

In Discussion Partner’s experience regardless of age and psychographic profile it is prudent to substitute the question of “How will I focus my energies for the next 3 to 5 years” vs. “What will I do with the rest of my life.” This is the principle of Inflection Point we utilize in our discussions with executives whom have an extensive work history often with one to two employers.

Transition Principles
The below represents a baseline from which we develop tactics for executives whom are departing from a “continuing concern”.

Phase 2-Ensuring Enterprise Continuity- making sure that care and thought are given to the preservation of momentum as manifested in the Succession Plan….through constructive access, advice, and prescriptive documentation.

Interim Period Issues-Post Successor Selection
Be mindful there is oftentimes a “rock in the middle of the river” attitude to be avoided in a post announcement environment. Be advised we usually find it well intentioned and focused on the executives “best interests” so as to “not bother them.”

Still however it is difficult to be working in an environment that seems to have forgotten one has a pulse.

We use the sequence of John Wayne to reinforce the point in terms of reinforcement of a visible career.

    Career Segment                                     Description
    Early On                                          Who IS John Wayne
    Traction                                           Get me John Wayne
    Popular                                       I need more John Wayne’s
    Waning                        Get me someone who was like John Wayne
    Exit                                                Who WAS John Wayne

The key here is two-fold:

1. Don’t take it personal….it is the normal cycle
2. Consider acceleration of your departure from the office in favor of working remotely at some point…

Regardless of timing there is a “Snagglepuss” phenomenon, the appropriate time to “exit stage left”! The time frame is accompanied with the likely outcome of SARA even though it is your decision.

• Shock
• Anger
• Rejection
• Acceptance

There WILL be a feeling of emotional disorientation associated with departure. It is most advisable to recognize that Retirement is a platform to other areas of personal and creative expression.

Playbook
I can presume the suggestion of this exercise may seem odd; however our experience is that it is very useful when a Successor may not be up to the task immediately. It is also non-trivial in reaffirmation of legacy.

The value of having a brief treatise on your experience with a limited distribution is it a) helps others see “your role through your eyes” and b) it reduces “blowback” in that after you leave, it reduces the possibility that you would be blamed for others mistakes.

Our concept is a 1 to 2 page memorandum that focuses on the following:

• The initiatives you feel were executed well
• Those that are in process and/or you feel were deficient
• Two to 3 top of mind suggestions for securing progress in your previous role

Phase 3-Rejuvination Break-taking a break to recharge and reflect on next steps in career trajectory. DPC perceives as inevitable regardless of means, age etc. as those whom are Type A….don’t change their DNA.

The Concept of the Commercial Sabbatical
The foundation for the “Commercial Sabbatical” concept we promote derives from our research and client experience. Based upon Executive Demographics and Aspirations, it is embedded into our hypothesis that successful executives after a period of rest, are desirous to reengage in commercial activates

• Older Executives (65 plus)-focus on 2 to 3 activities part time post-employment
• Bridge Executives (55 to 65)-focus on 2 to 3 activities part time post-employment for a period of approximately 2 years then return to “work” in an Advisory and/or Employee capacity at a level of at approximately 50% of the time until age 65 or older
• Off-Ramp/On-Ramp Executives-(55 and below) focus on 2 to 3 activities for a period of approximately 1 year and then return to work as Advisors and/or Employees until age 65 at a level in excess of 50%

Phase 4-Cyclical Planning - conceptualization, deliberation, and implementation of the plan developed prior to departure and refined subsequent to departure.

Transitioning Executive Research
The below represents our current thinking on the question. “Where are Executives likely to spend their time post-employment”? Our assumptions are derived from a research project of over 2,000 executives and our Transition Advisory work with clients.

DPC Theoretical Framework-Creation of a scenario strategy for 3 to 5 years embedding the context of Commercial Sabbatical.

Discussion Partner Transition Focus Assumptions (2 to 3 Part-Time is our experience)

• New Role/Alternative Employer
• Consulting Advisory
• Academic Pursuit as Adjunct Professor
• Author/Blogger
• Personal Investor
• Commercial Board Membership
• Political Involvement
• Philanthropy
• Social Responsibility(including NGA Boards)
• Higher Education-Student
• Arts
• Entrepreneur-non Commercial
• Start Up Initiator
• Sports-Recreational
• Other-Rock Star?

Board Memberships
As this is likely an area of “pursuit” we wanted to provide some additional detail. DPC has a matrix approach for thinking of Board positions. Our mental model is that the maximum be three Boards to avoid becoming a “professional” member. Essentially, if you are on more than three, you are working close to full time.

Board        Primary Role
1                 Chairperson
2                 Committee Chair
3                 Key Committee Participation

As you can see from the above 3 Boards could be very time consuming.

Tammy Ericson, Ken Dychtwald and Bob Morrison in their seminal HBR article It’s Time To Retire Retirement asserted in an elegant way that Retirement is not a phase down from relevance. Moreover it is a platform for one to pursue alternative interests and avenues for personal satisfaction.

Discussion Partner's research and advisory interdictions, would reinforce their hypothesis. Moreover, given the stabilization of the economy and emerging career opportunities, it is optimum to be mindful of how to channel personal and enterprise Executive energies.

Unfulfilled Promise - The Fault Line!

Just as frequently as we hear the words “they are terrific” and “I am so happy with their performance” we encounter the words “they are a disappointment” or “we expected more”.

In business when we assess the disparity in achievement outcomes we usually blame the employee without a modicum of enterprise self-introspection.

The forceful question of…..”Was it our fault”? Is rarely if ever asked.

The Pygmalion effect whereby we broadcast our faith in success to an incumbent still has merit.  If we show doubt in the remotest way, the end result is likely to be a disappointment.

There is a great scene in The Hoosiers where Gene Hackman says to at best a marginal player whose free throw could win the game “after you sink the ball etc.” He obviously tried to hide the fact that his nose was growing: but he did inspire the requisite confidence.

It is highly unlikely that the raw talent necessary to execute a task is not resident within or can develop in an employee IF the hiring process is rigorous.  

While there are of course hiring, promotion, and performance errors do occur….however the rush to judgment the root cause of deficiency resides with the employee should not be an automatic response.

As important to remember is that employee “failure” is not time-bound.  One can be a Prince or Princess one day and a Frog the next.

DPC would submit the least likely excuse for failure is a lack of talent.  The most likely is the failure of the organization to successfully on-board, develop, lead, and measure the proficiencies of the employee.

On-Boarding
For most companies this process can best be judged as informal beyond the traditional administrative tasks of logistics, benefits enrollment, etc.

DPC would suggest that the assignment of a longer tenured employee to a new role, geography, and/or circumstance should ALSO be perceived as an On-Boarding event.

To be the most impactful the process needs to be “leader driven” whereby clarity around role architecture, impact measurement, development opportunities, and senior level access form a covenant of mutual obligation vs. a “let me know if you are having any problems “approach.

Development
There is no professional attribute of “perfection on demand”.  Proficiency attainment and sustainability is an arduous exercise that is never ending.  

To increase the chances of success it is necessary to engage in a serious Trilogy dialogue encompassing the following:

• This is what we know you know
• This is what we know you don’t know
• This is what the company is prepared to do to bridge the gap0

The true professional regardless of career stage is constantly looking to raise their “IQ”.  It is incumbent on their company to be a partner vs. spectator in this quest.

Clarity of Expectations
In the movie Animal House a fraternity was informed after the fact that they were on “double secret probation”.  

Unfortunately for many employees regardless of tenure there is a moving target on which they are being assessed.

Beyond the fairness of this, it is south of sensational as a leadership strategic behavior.

Employees crave clarity along the lines of President Regan’s assertion of his public policy goal with the then Soviet Union, “we win, they lose”.

The psyche of an employee whom is committed is not abstract…..they want to understand what they have to do to be successful…..and they don’t’ think in terms of disappointment.

The two most critical elements to embed the above into an organization’s human capital posture include Feedback and Reward.

Reward is simple…..if you get superior performance recognize the energy and outcome in a generous way!  Sanctions should be utilized if and only if the achievement level is not at standard AND it is adjudicated to be the consequence of incumbent proficiency.  

Feedback is not….it requires leaders to step outside their comfort zone and confront problems, deficiencies, and disappointing behaviors.  None if which is easy!  However it is essential!

People fail to meet expectations….such is professional life….what should not be automatic in the leadership mentality however is the pre-supposition that the enterprise is blameless and the outcomes were pre-ordained.

Publication Announcement-Discussion Partner Collaborative is pleased to announce that our upcoming book "Inflection Points-Risk Readiness & Failure Fearless!" will be available in mid-June in the States and Globally July 1st.

The focus of this book addresses the question “are their common denominators to consider between and among senior executives, career focused South American women, and returning military veterans as they assess and plan their career options”?

In Praise of the Youngest OR Count Yourself Lucky

Welcome to 2015!

Over the holidays my wife and I enjoyed a long overdue dinner with family members.  We had just finished a cruise, and candidly during the dinner I realized this was not my “first” as I  had erroneously been communicating.

In point of fact I had been on a family cruise 50 years ago!  I had forgotten!  This was not an issue of repressed memory or trauma.  Well maybe a little trauma!

The catalyst for recollection was the dinner discussion regarding family sequence, oldest child, middle child, and youngest child.

Two of us at the table were the “oldest” and our spouses “middle”.  So we thought it only fair to be hypercritical of the benefits derived from being the youngest.  

So what does this have to do with a cruise 50 years ago?

During the cruise we had a respite in a Canadian resort which the young staff referred to the guests as “the newlywed, the nearly dead, and the overfed”.

Being invaded by an American Irish family of 7 children, with a particularly gregarious and loud father, concomitant with a tolerant mother, one would think would be disruptive.

And it was for the guests: but the wait staff and others went out of their way to be assigned to us because we were fun!  

Granted based on observation their definition of “fun” may be described as us having a pulse….

But back to the topic of this opus…..the benefits accrued to being the youngest.

During out stay our four year old sister thought it would be a brilliant idea to pretend to disappear.  This prompted a search of the hotel, the waterline, etc. by family members, hotel staff, etc. We eventually found our Princess hiding under the bed.  All the while thinking this attention was just fantastic!

What struck me at the time beyond universal relief was the lack of recrimination ventured in her direction by our parents. Notwithstanding some minor “don’t you ever” sentiments, I  thought if it had not been her the associated punishment would have bordered on Capital!

Years later as I was entering the military I asked my father who was the youngest in his family why the difference??

His response was “I can speak from experience the younger you are in most if not all families the more tolerating are the parents”.  

Of course in his family he was the youngest!  The oldest in his family, once admonished her daughter, “you were born into the #1 slot in the family-your siblings will spend the rest of their lives trying to get there”.  

I have always appreciated the wisdom of my Aunt and Cousin!

So my conclusion remains….”timing IS everything”.

For those of you who are the oldest, I feel your pain!

For the middle child I would concur that you are often overlooked however …..Suck it up……if you are looking for adoration download Paul Simon’s Slip Sliding Away!  As often you also are pardoned as well!

For those of you who are the youngest…..don’t venture too far out on the ice when it is sunny!  You also can be surprised by Timing!  Cute isn’t everything!

In closing I want to revert back to my youngest sister.  She was always quiet to the point we had to make sure she was not left behind in restaurants, hotels etc., given the numerical disadvantage she suffered having 6 older siblings.

At given times each of us was assigned the task of “not forgetting your sister” by our parents.  

On one occasion she did however slip away and was later found sitting in the dressing room of the Four Seasons, sitting in Frankie Valli’s lap explaining how he should comb his hair.

As one of my brother’s once said…..”often forgotten…..but never lost”.

I and my Partners want to wish you an outstanding and prosperous 2015!

They Lost Us At Paperclip

On behalf on myself and my colleagues at Discussion Partners and Next Generation Advisory Services we would like to wish you and your families a terrific Holiday Season!

As we exit Black Monday and scramble for the perfect gift for the holidays, it is helpful to reinforce the issue that an outstanding customer experience is sometimes less about the product: but the level of service that supports the transaction.

There is an oft repeated line from the Jerry McGuire movie...”you had me at hello”!

Unfortunately I have an alternative less glowing rejoinder based upon an experience with a former cable company “they lost me at Paperclip”!

Several months ago on a Sunday night our TV started acting up in a manner that clearly indicated a problem with the provider.

Unfortunately this episode was in addition to diminished capability at predictable hours, and the fact that the wireless capacity seemed to run out of steam if it had to climb stairs!

On the above two issues we had the “Tech” out several times with no discernible improvements.

The problem with the TV however was new!  

We called our provider and asked for some assistance.  They told us to for them to help “first you will have to put a paperclip into the Cable box!”

We were stunned on two levels a.  in these days of high technology why should the effectiveness of a machine rely on a paperclip and b. in the world of e-files did we even have a paperclip?

Turns out we did….and got the TV back…..eventually, but the ridiculousness of the situation was dormant in memory.

It resurfaced when to avoid looking ridiculous to grandchildren we bought a larger TV.  The Retailer and Installers both indicated that the Cable Box was “old style” and our provider had a new model recently available.

Ever hopeful we went to get this new model with the objectives that not only would the picture be better…..but other deficiencies would be mitigated.

You have to envision going to a provider in a strip mall, whose offices look like they were created when Leave it to Beaver was a hit!   

When we asked the service rep for particulars on the capability of the new machine she was clueless…..her response was “the new one is more high tech”.

I resisted asking “so now we don’t need paperclips”, but instead we focused on the capabilities of the new machine in the context of our problems…..again we heard “high tech”!  We probed again “what does that mean” and got mostly a befuddled stare…..to the point where we walked out.

Within 2 hours out of frustration and hopefulness, we switched providers……

At the moment, we are not certain if that was the correct move…..we only know that continuing with a “high tech” machine that apparently does not require us to have a paperclip handy, seems the wiser course.

Most importantly in our decision making process was that uninformed and unsupportive people ostensibly there to be of assistance should NEVER be subsidized when their services are found wanting!

I hope you find the above useful n some capacity if for no other reason than paperclips do in fact retain a purpose in life.

Pilobolus...A Collaborative Shining Example

The term Pilobolus refers to a fungus whose spores propel with extraordinary speed, accuracy, and strength…..it is also a creative Dance company founded by Dartmouth College students in 1971!

The Dance Company has survived and prospered on a global scale for 45 years incorporating innovation, education, and creativity!

My wife and I attend many Dance company presentations from Ballet through Modern platforms.  Yet the recent performance of this troupe in Boston was unlike any we have ever seen.

The degree of collaborative precision and feats of strength were magnificent to behold.

The 6 dancers are incredibly strong, and flexible. Your emotions range from envious wondering how come you’re 3 times a month visit to the gym for 30 minutes does not have a similar outcome.  In addition, but certainly not least you sit in wonder questioning whether or not their skeletal frameworks are calcium or silly putty based.

Unusual for us, we decided to stay to participate in the cast post performance Q&A.

The conclusion we drew, and the derived lessons learned for commercial enterprises were three-fold.

1. Each member of the company was encouraged to contribute to the choreography process regardless of tenure, or role….it is not a “leader led” organization
2. Each member of the company felt a degree of ownership due to this approach therefore raising their already high level of accountability for and proficiency in the performance
3. The mutuality of respect and encouragement raises the level of creative input, excitement and innovation

This feedback from the Company was unambiguous in respect to the above creating a “community” or “family” feeling.

How they approach their craft has many lessons learned for commercial enterprise leaders! The scary truth based upon Discussion Partners advisory experience is for the most part global leaders are slow learners.  

The five principles that we often see in tutorials on Collaboration were present in the experience and are not surprising in their substance:

• Clarity Regarding Roles
• Exhaustive Preparation
• Mutual Trust
• Creative Input Encouraged Regardless of Tenure
• Shared Mindset for Success Delineation

What the experience did underscore based upon Discussion Partner’s work in global companies, is that in collaborative processes, EGO IS THE ENEMY!!

If not why are we so challenged in the commercial sector to achieve collaboration beyond lip service and generous self-serving interpretations of the word!

What was most compelling in the Pilobolus experience that for Collaboration to be achieved their shared mindset is, egos must be minimized, engagement maximized, respect optimized, and mutual trust achieved.

Among many of life’s mysteries, one that hopefully we can resolve soon, and Pilobolus has, is how to translate the abstract thinking as to how Collaboration can be achieved….. moving it to reality from aspiration.

To Plan or Not to Plan

Decades ago I went to a movie where one of the character’s made the statement “we Indians have a saying…..no matter where you go, there you are”.

Over the years I thought this statement was philosophically reassuring but strategically idiotic!  I  validated this with my son in law Neil whom is of Sioux descent…..who responded “Custer would have won if that was the belief”.

One of my former colleagues from Arthur D. Little Peter Ellis  is an expert in Strategic Planning.  After working at McKinsey, and ADL, Peter went on to a distinguished career in multiple enterprises.  

Peter over his career has collected a series of planning principles that I thought you may find of interest.

• Your failure to plan does not constitute an emergency on my part (Anon)
• All plans are firm until changed (Steve Key)
• Miracles performed immediately…the impossible takes a little longer (Anon)
• If you don’t know where you are going….any road will take you there (Lewis Carroll)
• Plan the work and work the plan (Anon)
• Where there is no vision the people perish (Proverbs 29:18)
• I believe in plans big enough to meet a situation which we can’t possibly foresee
• now (Harry Truman)
• Those who plan do better than those who do not plan even though they rarely stick to their
• plan (Winston Churchill)
• Plans are worthless.  Planning is essential (Dwight Eisenhower)
• A goal not written is a wish (Anon)
• Goals are dreams we convert to meet plans and take actions to fulfill (Ziglar)
• By failing to prepare you are preparing to fail (Benjamin Franklin)

I hope you find the above insightful….

Thank you Peter!

Let's Get Serious About The Organization of Human Resources

The July/August edition of The Harvard Business Review featured and article by Ram Charan entitled It’s Time To Split HR.

I embrace the sentiments contained in the article that a. the C-Suite is becoming more hyper-critical as to the value of HR due to its perceived weakness of embedding function outcomes with the business case, b. that C-Suite incumbents are desirous of having a consultative advice giving relationship with senior HR executives, and c. that there is tremendous value in having had “line experience” as a foundation for career progression as an HR executive.

Mr. Charan’s assertions are on target with Discussion Partner Collaborative research and client experience regarding the need for dramatic change for how the function is organized and populated.

We do take issue with his recommendation that for the most part that Leadership Effectiveness be populated by executives coming from the line.

DPC experience suggests where C-Suite executives want to have meaningful dialogue and be the recipients of innovative advice are in two areas which in our opinion require outstanding content knowledge, and a consultant style:

1.  What is our approach and effectiveness thereto of our Compensation Strategy?  We believe the key effectiveness metrics are a. ability to attract terrific candidates in the external market, b. insurance that those whom are performing the best are rewarded above their peers, and c. retention particularly of HiPo’s is enhanced by the competitiveness of the strategy.
    
2. What is the status of our Leadership Effectiveness approach?  We believe the key metrics are the ability to deploy and redeploy talented assets on an as needed basis and moreover have an approach that links this essential need with a posture of “replenishment” by always recruiting while selectively hiring.

Approximately three years ago as a result of our research for an upcoming book and client work we began advising organizations to disaggregate the Human Resources Function into two separate and distinct entities both of which would report to the CEO!

The two entities we recommend are similar to those contained in the HBR article, one for administration and the second for leadership.

At the time we wrote a blog on this topic focused on the management of the “Leadership” function: "The Emerging Role of Human Capital".

Counting the Months to Medicare OR Why I Miss Spiderman

This morning I was up at 4AM for a flight I take weekly from Boston to JFK in to meet with clients.  This project has been on-going for about 10 months….

For those of you who fly to Kennedy via American Airlines you know once you have landed your assaulted by advertisements for Broadway shows…..one of which is or was Spiderman!

This ad holds special significance for me as my youngest nephew, Pierro thinks he is Spiderman!  This perspective is reinforced constantly by his Peruvian and US family whom are shameless in buying every conceivable accessory to reinforce his image as the sticky savior of NYC.

This morning as I was readying myself to wish Pierro a Buenos Dias, I realized the sign was removed and replaced with a Mutual Fund ad with the caption “in 1960 your life expectancy was 67…..now it is 78”!  

Being 64 and being facile in simple though not complex math, I thought “oh !@#* I only have 14 years!

Not the way to for an early morning and long day to kick off!

The rudeness of the reminder of my imminent demise did however prompt me to spend some time on-line at the Social Security web-site.

The good news is that according to the web site I “have” until 84 and a statistical shot at 92 if I put down the cheeseburger and pick up the salad fork…..I hope the Retirement Advisors are better at investing than demographics…..

In my perusal I did learn that I am categorically eligible for Medicare when I turn 65.

I don’t know how the rest of you feel, but 65 doesn’t feel that old to me.  I look at Paul McCartney, Elton John and the Stones and think maybe the fact that they don’t get Medicare is the reason they keep touring!

Please don’t get me wrong, I don’t reject the Senior discounts at movies nor when in Peru due to my age get to the front of lines (I guess in the States this would be the longest line!): but the aging process does require some adjustments in thinking.

We can’t reject aging and when you consider the alternative it is preferable.

We can however reject feeling old like a watch that is winding down slowly….

I have had the personal philosophy of looking forward not back with the assumption that whatever decisions I made then were considered….and I have already incorporated lessons learned into how I behave….

I would rather look forward to the minutes, days, and years ahead thinking positively and enjoying the ride!

However, I do miss Spiderman!!!!!

Continuity Planning Myth - Ready Now Means Readiness

As we enter 2014 my Discussion Partner and Next Generation Advisory colleagues want to wish you and your families an outstanding New Year!

We also want to share with you some findings from the research that contributed to our recently published book (above) supported by our Transition Advisory work with now over 100 executives during 2013.

In the prosecution of our work with executives working on their post employment plans, one area for dialogue is the “readiness” of their successors.

Early in our work when we posed the question “are your successors up for the challenge”, we frequently heard the response “no”, “not yet”, “not sure”, or “hard to tell”.  

Initially NGAS advisors were somewhat cynical about the response as Type A personalities have healthy ego’s.  However, when we dug deeper into the comments number in-common concerns were articulated by our clients.

Essentially they see the “deficiencies” or “shortfalls” in the following areas:

Global Preparation-given that most of the new wave of leadership began their careers during the recession of the late 80’s and early 90’s, the ability to secure an expatriate assignment, or participate in extensive international travel, was sufficiently curtailed.  Moreover, the cost constraint mentality that existed unintentionally discouraged pan-organizational initiatives in favor of “home grown” strategic intents.  Thus the ability to learn more about global challenges was bereft of opportunity.

Collaboration-the above also has to be put into the context of “how we now collaborate”.  Since the late 90’s collaboration has devolved to a state of electronic touch points.  

The days where mission focused teams were created, and participants entered a room prepared to persuade others to their point of view are waning.  The use of electronic communication is now the norm.  A compelling example of course is Facebook as a principal communication vehicle.  This type of interface can be extrapolated easily to implications for collaborative efforts

Written Communication-as a rapidly aging baby boomer I still remember the Palmer Method, the nuns obsession with good grammar, and living in dread fear that my mother a Masters prepared English teacher would want to review my homework.

Having survived the above, I do look askance at the quality of writing that is offered today.

We have become executives who believe that well presented PowerPoint decks, are the bastion of good communication, and the more graphics the more forceful the argument.

The art of creating a persuasive paragraph, to be incorporated into a White Paper, or Education treatise has suffered according to our clients.

Intellectual Curiosity-most Boomer CEO’s are voracious readers of Biographies.  In addition to reading books about or written by, Jack Welch, they focus on Political Biographies.

To reinforce the point the acceptance of books by Doris Kearns Goodwin on Lincoln (Team of Rivals), and Roosevelt/Taft (The Bloody Pulpit) are offered.

Twice a year Discussion Partners creates a Reading List for our C-Suite clients based upon what we are being told are the books they are focused on at the time.

What we learned through this initiative was that the C-Suite, wants to understand, “how they dealt with adversity”.  

Our clients concern is that this lack of “wanting to understand” is of secondary importance to domain expertise.

The above “concerns” do not detract from the comprehensive work being done on Succession Planning efforts.  Moreover, our clients would also stipulate that the above has to be put into the context of the “world and work” are changing as well.  

The observations of our clients do however suggest that there is a need to be aware that if the lack of opportunity and/or focus of the incoming wave of leaders are perceived as problematic, an organized response for this constituency and likely the next generation coming behind them is warranted.

Staying Connected While Disconnecting

Global Office Deployment – Outline for a Facilities /IT Partnership

Are Leaders Smarter Than Dogs?

Our client experience to date using this new approach has been encouraging.  There is a possible added benefit according to one of my colleagues, “reduction of eye strain  reading Succession Plans with the foreknowledge they are likely more fiction than fact”.

Avoid Having to State “It Could be Me”

Board or Bored?

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