Building the Bench It Takes Years To Get it Right

Given the geo-political dynamics of 2018, 2019 portends to continue to be a roller coaster ride!

As we entered 2019 and updated 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 recent completed study DPC conducted with 1800 C-Suite participants.  The survey was on the topic of envisioned enterprise challenges. 91% 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 #1until 2018. The rationales expressed in the anecdotal justifications are 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 historically low US Unemployment Rate
2. The strategic imperative for Talent depth to be an asset vs. liability referenced in consolidated research on Leadership Succession/Continuity most recently series of articles in McKinsey Insights, HBR and Sloan Management Review
3. The Point of View that has emerged from our 2018 Advisory work that 2019 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 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 2018 data points are from various sources (Booz Allen, McKinsey, Boston Consulting Group, 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”

DPC’s conclusion “Succession Planning takes years not months” leads us to 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” promoted by Coach Belichick. 8 Super Bowl appearances and 1 upcoming indicates the validity of this philosophy.  DPC’s 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 occupy, 2019 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!

Executive Transitions - Meaningful vs Relevant

2019 is a transition year for many Boomer Executives whom will be reaching the milestone age of 65!

Granted the “70’s something” Stones, Ringo Starr, and Paul McCartney are still touring and Robert Redford at 82 is still a box office draw.

Regardless the magical age of 65 remains a threshold, 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 meaning or life left based upon actuarial tables and cultural norms.

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

Since that time we have worked with now over 500 executives in a variety of sectors on creating the “soft landing” for the company derived from and organized Succession Plan and executive via a structured approach for thinking about “what’s next”.  Our experience over the last five years will be summarized in our next book due out in May tentatively entitled Executive Transitions - Looking Forward In The Rear-view Mirror!

Recently, in our client work DPC Advisors have been struck by the level of satisfaction differentiation between Meaningful endeavors and their contribution to feelings of Relevance.

DPC Advisors have concluded that Meaningful endeavors independent of their seriousness of purpose nor value contributions are in and of themselves insufficient unless they also foster a feeling of Relevance.  The concept of Relevance is when the Executive also feels that their effort is contemporary and appropriate to the times.

This is not a suggestion that one focus is more important than the other; moreover fulfillment via Meaningful work is achievable and embraced by Executives. However DPC’s conclusion is that there also needs to be a focus on contemporary or Relevant work to optimize a feeling of continued sense of self.

There are two areas we suggest be considered as the journey begins!

Securing Relevance During Transition

Regardless of age, enterprise tenure, or post departure endeavors, DPC in our client work has found that there are three common denominators that if front of mind, contribute to a feeling of connectivity.  

We have labeled the “top 3” as Next Generation Engagement Drivers as follows:

1. Edgy - the ability to engage in activities that challenge intellectual curiosity via continued acquisition of knowledge and adjunct expertise
2. Control - the ability to have as much as possible total control over calendar and focus of activities
3. Purpose - the ability to continue to promote personal brand and be recognized as a domain “expert” regardless of future setting via engagement in contemporary activities

Many executives “can’t wait” to get started on the next phase of life while others are somewhat fearful.  Both constituencies need to be mindful that the tenure of one’s life as Dr. Lynda Gratton in her most recent book The 100 Year Life, is elongated requiring us to be sensitive to the nuances associated with how, and where we spend our post-transition time.   

The position take by DPC via our research and client work is that the more organized the pre-departure thinking, and awareness of possible outcomes the more likely the executive will be comfortable with “what’s next”!

Scoping IT Federal Projects
Fear the Russian Winter

Grappling with Details in Federal Program Management

Background:

I am an experienced IT manager who has been certified and recertified. I’ve worked for leading financial institutions as well as leaders in manufacturing and commercial service industries. For the past ten months I have been working for a defense contractor, supporting a US Armed Service Branch in its attempt to consolidate common IT services for divisions currently using separate installations of Enterprise Resource Management (ERP).

This is an ambitious goal; ERPs, whether SAP or in this case, Oracle, are notoriously difficult implementations characterized by cost and schedule overruns, even in the best of circumstances. What makes matters more difficult is when scope is not clearly defined, and, when assumptions on what may be provided in advance of core development are also not clear.

For this branch, direction was given that goes against a predominate trend – cloud hosting. That is, the three largest ERPs were directed to leverage infrastructure and common IT services to be provided in physical data centers. This entailed physical infrastructure (systems, network and services) not yet built nor vendor software installed, configured and deployed to required levels, also not defined.

As with large private institutions, the branch has a “PMO” – or multiple PMOs – governing the selection and management of programs and projects.

The premise here is that there is a military example when faced with similar challenges from 20^th century military history. Currently, there is little opportunity for different divisions to fall back and retool by saying “mistakes were made.” Directions of branch affiliated division organizations have been pursued and one division, in particular, which supports infrastructure, needs to take a position to guide the rest of the loosely branch affiliated program.

Memo as Foundation Document

An Undersecretary’s directive, a memo from Branch leadership, prescribed actions to be taken by application and infrastructure leadership meeting to improve ERP deployment. This action was to identify core “…systems” which must be “operated and maintained” to continue the warfighting mission. The memo identified the Defense Business systems (DBSs) to be supported by systems. The memo sought to establish the “application baseline requirement” to:

-         Validate “… requirement for operations, licenses, maintenance, hosting and sustainment,,,”

-         Request “analysis… aligned to “… CIO… policy” requiring compliance with the common computing baseline.

o   Outcome of analysis should be a “high level set of tasks and associated cost and schedule for migrating these systems to the common baseline.

The memo presents features of an infrastructure to “encompass core systems” with branch-wide data… and “information delivery… to our customers”. It includes a sentence in the passive voice entreating, presumably, different leadership groups to “request resources requirements for this analysis”.

Interpretation of Memo “Subject: Mission Critical Business System Identification”

The memo – in and of itself – does not meet the criteria for a foundation document – e.g., Program or Project Scope Statement and / or Charter – as identified by at least one global project management organization[2]. Additionally, extensive studies over several years have indicated that to serve as a viable program or project the obligation exists to trace viability, in all aspects or measures, from definition to user acceptance.[3] In this particular scenario, the “user” is the Military Branch which is, collectively, a division of the Department of Defense created to serve the Chief Executive of the United States, who is directly accountable to the American people[4].

For effective program and / project management, any material change – cost, schedule, quality – to a program / project is subject to governance as agreed to, and delineated with, approved Scope and Charter documents. The latter foundation document is needed to specify how change – comprehensive, not isolated nor tangentially linked – is to be realized. This memo does not portend to do this; it is, more appropriately, a “call to arms,” without identification of the penultimate systems and technical features for fulfilling the goal: ERP for identified Mission Critical Business Systems.

To say that the “Government is different” in defining and managing projects, itself, presents a muddled challenge.  It demands that we somehow accept that the “Government” is not subject to the need to express goals and objectives simply, to establish program baselines and manage change the way almost every other service in American is.  The memo references a CIO directive for example, which is likely not clear to more than a few. Regardless, it is the responsibility in any governance to trace impact of any and all modification to original project or program intent, to maintain accountability to stakeholders.

Specifically, the memo fails to describe the prerequisite infrastructure baseline state. Note italicized words and phrases above which demonstrate that the Undersecretary never intended to describe an end-to-end program or project. Ms. Thomas describes a “DBS infrastructure” in terms of only features or characteristics, leaving it to some other set of Military Branch entities or processes to interpret scope and governance of the overall program. However, she must have presumed that others within the Military Branch would handle that – to understand the need to collectively “plan, estimate, execute and control”[5] - in pursuit of the overall project objective - timely integration with initial ERP ownership, as identified. She had every right to anticipate, that she didn’t have to explicitly express an obvious dependency in support of the warfighting mission – you need to build before you can integrate, migrate or maintain. If a “build” requires technical vetting prior to deployment of an initial baseline then it needs integrated, not independent Scope Management. If vetting requires ongoing reevaluations, then it needs to be collectively evaluated for impact.

If the overall objective of the project is to build common services and infrastructure on a central platform to serve specific ERP owners – especially  while modifications to ERPs, themselves, has been ongoing – the project needs to be part of a collective set of related projects, the “ERP Program[6].”

Recommendation

It is in the best interests of the Military Branch is adopt an integrated program for planning, estimating, executing and controlling ERP deployments for the identified Mission Critical Business Systems, as previously identified by the Undersecretary. The observation, to date, is that this has not been the case. A collective Program Scope Statement and Charter should be the initial deliverables of the program. The “ERP Common Services” project should be collectively viewed as a separate dependency for overall program success. Since time is the one resource that cannot be recaptured in any endeavor, critical path activities to build infrastructure and cybersecurity should continue to the extent explicitly agreed to by managers identified within a Program Charter. An objective should be to deploy[7] the minimum accepted infrastructure, cybersecurity (and common services tools) while establishing the overall ERP Program, comprised of representatives of existing organizations and any others as deemed necessary by Military Branch management.

This would most likely be the simplest and most manageable approach, in the best interests of all concerned.

Large Scale Government IT Deployment and the Russian Winter

In Mein Kampf, and in subsequent speeches and communications within, Hitler demonstrated that he coveted the Eurasian heartland, much of which was part of Russian territories. He felt this land would be needed to support the Reich, once it was established and started to flourish. He also expressed what bordered on respect and admiration for England.

After Germany invaded Poland, and having dismissed prior appeasements and seizing Czechoslovakia, Hitler was confronted with the byproduct of European alliances that brought England into the escalating conflict. Seeing his dream for the Reich being threatened, Hitler signed a Non-Aggression Pact with Stalin in 1939, knowing full well Russia’s lands were what he ultimately coveted. But he had to now be concerned about England, of course, observing Napoleon’s failure to win on two fronts in the previous century.

England was fighting hard in these years, and, since the Allies ultimately won, we of course hear much about their bravery, as well we should.  But it is the strategic and tactical decisions facing Hitler – and what ultimately transpired – that is of interest to any program or project manager –particularly American ones – for the US influenced him greatly, long before Pearl Harbor. It is an example of continuing without a clear scope, a lack of appreciation for completing a core dependency in order to achieve overall success.

The Axis Powers, as we know, were comprised primarily of Germany, Italy and the Empire of Japan.

Historians have pointed out for decades that this alliance was not as strong as the Allies. Even though we have been accused of being “separated by a common language,” Great Britain and the US have obvious similarities in history, culture, government, etc. Germany and Japan, however, were as far apart as… the United States and Japan… in these important concerns, that guide decisions.

Japan was a developing economy in the Pacific. The US, from prior conflicts, with Spain, for example, dominated growth opportunities for Japan, such as the Philippines. Some historians have pointed out that it was this affinity to England, and not Japan, that directed FDR and military thinking during this time.[8] Of note, of course, is that Japanese officials were in Washington discussing options just hours about the December 7, 1941 attack. Was this a decoy, or desperate last ditch attempt to avoid war? Most think it’s the former but the degree to which that may be true is unclear.

How much of this could Hitler know or sense, prior to breaking his agreement with Stalin? Was he powerless in having Japan delay before engaging the US? Why would he make the same mistake Napoleon made? At least Hitler was spared the effects his error and died before witnessing his egregious tactics while Napoleon had the rest of his life in exile to ponder it.

We know what contributed greatly to killing both of their visions: the bitter Russian winter. If nothing else, the Russian winter caused Time and Resource Management variances that crippled France and Germany, respectively, in these 19^th and 20^th century conflicts   The Russian people and their culture, after an insanely disproportionate sacrifice, were protected by nature as well an enemy’s hubris.

As every American should remember, the Russians, despite their revolution were on the Allied side in WWII.  It is technology, starting in 1945, that underscores why Russia can no longer rely on nature to aid in her protection. It could also help explain her suspicion, motives and tactics with the West… but that’s a topic for another day.

What’s relevant is that, Hitler, in particular, ignored the true dependency and impediment to his vision of global domination with the Reich: Britain. This reality is supported by a balanced view supported by project management. Notably, Scope and Time Management.

With his Non-Aggression Pact signed with Stalin in 1939, Hitler was already engaged with bombing England. However, he didn’t invade. Why not? Did he attack Russia, Operation Barbarossa, because he feared the window shrinking to seize Russian lands? How much did he know of the Japanese impatience with the US? Did he know how imminent their attack was? Considering key dates – December 7, 1941 and June 6, 1944 – Hitler may have had about that amount of time 2.5 years to cripple / conquer / colonize England and spare his vision prior to the most effective European mobilization of the US, “the sleeping giant.[9]”

In short, Hitler made a tactical change management decision – attack Russia – that ignored a basic dependency – Britain, and later the US, would exhaust his attention and resources in the West to the detriment of his overall goal.

It’s, of course, incredibly insensitive to discuss losses from the largest conflict in human history to any IT implementation of any kind in any context. I do so, respectfully, to emphasize a project management parallel:

-         If neutralizing England was not in Scope for the Third Reich wasn’t it destined to fail?

-         If deploying a common Infrastructure is not sufficiently in Scope for a large scale ERP Deployment isn’t it destined to fail?

Change, Simplicity and the “Multiplicity of Confusion”

Newton is considered to be the father of Calculus, the Mathematics of Change. Differential and integral calculus branches combine to provide “fundamental notions of convergence of infinite sequences and infinite series to a well-defined limit.[10]” While program and project manager’s hope that “sequences” and “series” are not infinite, they can often seem so in trying to define, wrestle with modifications along the way, and ultimately deliver on a project, the “well-defined limit.” Newton – a marked genius from late in the European period known as the Enlightenment – was, by most accounts, a pious and direct man. Ironically, for this analogy of course, he was English.

Operation Barbarossa represented a decision point for Hitler. His failure to consider a core dependency – neutralizing Britain – underscores that he failed with correctly interpreting “convergence of infinite sequences and infinite series to a well-defined limit.”  

And the world is a better place, of course, because of his failure to assess the impact, the “sequence,” of the Russian winter on his fate. As the victors surmise, he was also handicapped by “confusion.”

Newton would likely have counseled him to Simplify, to define clearly what the Axis was collectively trying to do. They would have likely have failed ultimately, anyway. However, Newton’s voice could not be heard to help those Russian and German soldiers – nor the millions of peasants in the plains and city dwellers on the eastern front.  They suffered greatly and paid the ultimate price – perhaps – for one, prosaic reason… an excuse?

Axis leaders, despite being educated men, didn’t speak Newton’s language.

Those who manage large projects with complex variables of time, cost and opportunity have an obligation to continually evauluate Scope – to Simplify – and avoid “confusion”.

Especially when using other people’s money, with or without the consequences of war.

Time for a Reset?

As 2018 careens to an end, few would challenge this has been a tumultuous year! It has been a period encompassing natural disasters, geo-political tensions, domestic polarization, and extremis positions taken on multiple matters.  

In every aspect of daily life we see an either/or mentality becoming prevalent: EITHER cats OR dogs. EITHER Republican OR Democrat. EITHER Citizen OR Foreigner. It’s coffee or tea, and those who like both, or prefer to drink water, must pick a side or risk being excluded from the conversation.

In our client work, DPC has found these and other elements to be fostering an unfortunate and unintended consequence in the workplace environment.  

The outcome of the above is we are discerning a significant increase in the words “bully, victim, rude, and fear” the frequency of which is, frankly, disconcerting.

During a recent DPC internal exercise focused on “what are we noticing that is of concern” we collectively concluded that while references such as the above were not unheard of, they are now normative lexicon, and this is alarming!

The average age of DPC Advisors is now 67 with an on-average Consulting experience level of 40+ years so when we notice such an observable trend, we have to ask “what are the implications for our clients”?

The conclusions we have drawn based upon this trend are three-fold:

1. Many actions seem to prompt an over-reaction—reduction in filters, aka an epidemic of lack of restraint or perspective
2. There is an expectation that, in order for someone to win, someone has to lose— internal competition at expense of collaboration as a team member or corporate member
3. Biased listening is the communication foundation—talking past each other, resulting in a loss of both objectivity, and opportunities to learn.

Our internal narrative has become, regardless of personal or career situation, one that appears to be built on underlying anxiety, and driven by uncertainty.  Accordingly, this disequilibrium is negatively influencing behaviors and engagement, and our perceptions of people, places, and even ideas.

During the Viet-Nam era the saying “we have met the enemy and they are us” first surfaced in the comic strip Pogo. This sentiment was not US centric, being replicated in many societies.

Given the demographic of DPC Advisors, our recollection is this saying resonated due to then societal circumstances.  

Our belief is that a similar phenomenon within enterprise settings is embedding itself and unless confronted it will be a lose/lose for the individual and the enterprise.

History can repeat itself!

We prefer our clients not to become their own worst enemies. It is essential that they confront any aspect of the culture that nurtures anxiety, fear or disunity.

Tolerance vs. confronting is not a tenable path for organizations. We encourage leaders to examine the prevailing mindset of executives and to make the investment in reaffirming the commitment to “being mindful and respectful”. Otherwise, allowing personal ambitions to compromise collective achievement is too great a risk.

Enterprise Continuity-Danger Ahead

As fall approaches and 2019 to 2020 planning becomes as a serious effort there are two demographic challenges that will have to be addressed simultaneously:

1. The accelerated desire to retire of Baby Boomers whom while may they remain in the workforce will not be doing so as full time employees
2. The painful awareness on the part of Generation X executives that the dreaded age of 50 is imminent prompting the likelihood that company/role changes, are being contemplated “before I get too old”

Boomer Executive Transitions
Discussion Partner Collaborative began researching and providing Advisory support on Executive Transitions in 2013 primarily focused on creating a “soft landing” for both the senior leader and their company when the “Boomer” retired.

Both DPC’s research and client work with now over 500 executives suggest a much more generous interpretation of the word retirement is long overdue.

The reality is that most executives while leaving full time employment remain engaged in a myriad of capacities such as Interim Executives, Board Membership, Advisory Endeavors, Educators, and Entrepreneurs.  

Given the Executives now feel “in control of their life and calendar” they engage in two to three endeavors usually on a part time basis.  

Discussion Partner’s best selling book on this topic Executive Transitions-Plotting The Opportunity! will be reprised with a new book in 2019, Executive Transitions-Looking Forward In The Rearview Mirror!

Aging Dilemma for GenX
Beginning in 2016 via our research and advisory work in the Succession Planning/Executive Transitions area we became aware of a significant risk to enterprise sustainability and engagement.

The identified concern is the pre-supposition of most Succession Plans that the pipeline of internal candidates from the Generation X cohort, will remain robust.

DPC experience has concluded this degree of comfort is misguided.

In the strongest possible terms we suggest companies not presume longevity of Generation X executives as a given.   Our validated premise is as Generation X executives spy age 50 on the horizon, there is an overt desire for change.  This is not due to unhappiness with their situation, moreover it is the concern that when they hit this mystical age, their career trajectory options diminish.

The above is more prevalent in larger, well-established companies, where the executive has been associated for approximately 10 years.  However DPC has also seen in our Advisory work the same phenomenon in sectors such as Life Sciences and Technology where tenure as a rule is short lived.

As proof of concern in the 18 months after creating a service offering to address this issue, DPC has worked with 80 clients.  

78 of the 80 with the average age of 47 were contemplating a company change!

The Ongoing Priority of Building The Bench
In our Leadership Effectiveness work Discussion Partner Collaborative has concluded that any attempt to avoid the need to a. build a bench within the enterprise and/or b. manifesting reluctance to self assess incumbent aspirations, is self defeating.                                        

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.

If you accept DPC’s conclusion that your organization's future will benefit from a deep-dive review of its Succession and Continuity planning processes taking into consideration the “age 50 paradox” we believe your Talent Readiness position will avoid unpleasant surprises.

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

       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?

In 1964 The Who recorded the song My Generation containing the famous lines “hope I die before I get old!”

Dr. Lynda Gratton of London Business School last year published The 100 Year Life a now best seller in Europe.

Reconciling the contradictory thematic is straightforward.  Executives want challenge and a feeling of relevance in addition to longevity.  While logic suggests that 50 is not in of itself a career crossroad, it is one of those ages where reflection is normal.

DPC’s suggestion is to accept the realities of aspirations of both Boomer and Generation X cohorts, and plan accordingly. It is better to channel the dialogue than be surprised by a decision.

Can't Avoid Crying

I am fortunate enough to have four grandchildren with whom I enjoy spending time.  I try to do so as much as possible before the inevitable “do I have to” moment.

My two grandsons are movie buffs, and as one is 15 and one 11 we apply the Wisdom of Solomon and let them alternate picking the movie.

Last year the youngest decided to see A Dog’s Promise.  His older brother was less than thrilled, complaining, “I don’t want to see a dog movie”.

To get his attention I told him “you know dog movies make me cry”.  I went on to tell him about Old Yeller.  For those of you who saw the movie, you know the ending makes you tear up.  For those of you who haven't seen it, ask your parents or grandparents. If they say they didn’t cry, be skeptical.

During the movie, I observed my oldest grandson wiping his eye.  Of course when I said, “see dude”, he insisted he had something in it.

Speaking of crying, I noticed a recent Facebook posting by a High School alumnus regarding the separation of children from their parents due to non-sanctioned border crossings. Unless one is avoiding watching the news we are now learning that over the last 90 days approximately 2000 children have been separated in the interest of “0 tolerance enforcement”.

Putting myself in the shoes of the parents whom are attempting a better life for their families this outcome would be devastating.

As a society we have to ask, what are we becoming, that in the interests of rule of law, this is tolerated? The news last week that AG Sessions invokes the same St. Paul saying to this issue as one that justified slavery can only add to the indirect headings of our societies moral compass.

This movie recollection in the context of recent events leads me to speculate, if the news was filled with video footage of the anguish of these families being separated, would we as parents, grandparents, citizens, or just human beings, not feel emotional to the point of shedding tears?

Regardless we should be asking our leaders “what are you thinking” and demand that while pursuing legal remedies families should be allowed to stay together.

As individuals and as a society we “own our story”.  This horrific application of our law is indefensible, and domestically and internationally we look inhuman.

The Challenge of the Non-Existent Employee

The terrific news on the domestic US unemployment rate does surface a huge dilemma for every economic sector, how will we fill the labor needs to pursue opportunities?

The Ongoing Priority of Building The Bench

1. The strategic imperative for Talent depth to be an asset vs. liability referenced in consolidated research on Leadership Succession/Continuity most recently 2017 and 2018 series of articles in HBR, WSJ, Financial Times, McKinsey Insights and Sloan Management Review
2. The Point of View that has emerged from our Advisory work particularly in 2017 and continuing in 2018 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 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

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

   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?

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?

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

Differentiated Enterprise Success Factors

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.

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?

The three Key factors 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

Bias Consciousness of the Unconscious

Nostalgia or Selective Memory

About a year ago, my son found himself in the hospital for an extended period.  He is an active adult with two young boys, and was “bored to tears”.

I visited him one Saturday and listened to him complain that there was nothing to watch on TV.  Sympathetic parent that I am, and also having been laid up for an extended period in my 20’s barked “stop your whining, at least you have Cable”!

For fellow Boomers, I can imagine you are also harkening back to when you were told by your parents “I had to walk 5 miles to school in a blizzard”.

Growing up in the 60’s was not always easy, but it was memorable.  Looking back, we can now compare how some of our rights of passage while not necessarily nostalgic, are striking in their difference.

An immediate difference is the use of sunscreen.  Coppertone was a luxury for many.  Most of us burned, peeled, burned, and peeled again until Labor Day.  

Seat belts were likely available: but usually ignored.  I have the vantage point of being the oldest of 7. Once at a party I spoke to the youngest of 9 and we reminisced that on short drives in convertibles, she was positioned above the back seat while her older brothers held her legs.  Today this would be reckless endangerment, back then a lot of kids, one car!

Transistor radios, were the form of non-visual news and entertainment, the functionality of which required a battery.  The battery, as essential in its day as an outlet for an iPhone  today.  

Batteries became even more of a necessity during a power outage.

I recall as the oldest once being chartered to go in pursuit of a battery in the early stages of a hurricane.  When my mother assertively pointed out the wisdom of this move, my father’s rejoinder, “you have to think long term, if he blows away it’s one less college tuition”.  My mother’s response was “good luck honey”.

You can see the origin of my parental sympathy gene!

Halloween was a great time growing up.  We sometimes went to the best candy provider three times without a costume change.  I don’t recall my parents having to be human x-ray machines to make sure we were going to be safe gorging on our bounty.  

Jimmy Kimmel would have no post Halloween “I ate your candy” segments as “our” candy hoard rarely survived until the next day.

We didn’t think of candy as “junk food”, more an annual entitlement.

I have no appreciation as to how many TV options we have now; when I was growing up we only had 3 all ending in C. For the longest time, if you had a color TV you could only watch 2 shows, Bonanza, and Disney.

The National News was only 30 minutes a night, probably the aspect of growing up I miss the most!

Well in truth, I probably miss the 1-speed bike the most today’s transport mode too confusing!

The pace of innovation is increasing, and memories are getting shorter.  I vividly recall my 10-year-old grandson spying a flip phone asking, “What’s that”?  I shudder to think of him being exposed to a rotary dial!

I don't recall when growing up feeling I had it easy, just the opposite.  

I do reflect now as a parent and grandparent that it certainly was different, not better nor worse, just memorable.

Social Media - An Asset or Liability???

The Below Blog Has Been Updated From The Original Published June 2016 Entitled Circles Within Circles

We have all experienced the phenomenon of being recognized by someone who knew us “back in the day”!

The interaction usually follows a sequence of “aren’t you Tim Burton”? You then gaze at the person trying to assign a name to a face that has aged 40 years.  Usually they introduce themselves, “I’m Jim Carter, and we were in High School together”!  

Hopefully by then you have a memory refresh!

The other avenue for reconnection is of course social media.  These exchanges usually are someone reaches out to you to Add as a Friend, and your curiosity gets the best of you to answer the most important question of the ages, “what do they look like now”?

At 68 I like many of us are at the decision point where there is as much intellectual focus on  “where am I going, as well as where have I been, presently we should also be asking what have I/we become?”  

On the positive side via Social Media I had the good fortune of having lunch in Lima Peru with a couple whom I had not had a meaningful interaction with since 1967!

Let me rewind a bit, the couple and I while never close growing up although did know each other, the wife was a friend of friends, and the husband and I grew up on the same street, later becoming a Doctor so as you can correctly surmise I was already intimidated.

Their career’s intersected with my family.  The wife and my son and daughter in law were teachers at the same school.  The husband after medical school later became my mother’s doctor.

We all have stories similar to the above, and I am reasonably certain we all conclude that these kismet moments are special, and frankly for that we can thank Social Media.

In this instance Social Media was an asset, as I was heading to have lunch with this couple, I was contemplating the likelihood of the following:

1. Three people of the same age
2. Each grew up in the same city
3. Two of whom married
4. Each taking a different career path
5. Each career path intersecting with familial relationships
6. Meeting for lunch 49 years after High School graduation
7. Having lunch in Lima Peru where one semi-resides and two were visiting

Have no idea how to assess the likely % speculate they would be quite high!

However presently I have migrated towards the conclusion that Social Media is now more of a liability.

The platforms have gone beyond keeping one informed of the status of their friends, or interesting things to do, becoming mechanisms that at best heavily involved in espousing a point of view, and worse weaponized to instill fear and/or influence judgment.

In the recent past five episodes influenced my perception.

1. Cambridge Analytica’s use of Facebook information to influence the 2016 election.  The fact that this group could get access and frankly steal the information of 50 Million people is an obscenity
2. Ted Nugent hitting the airwaves referring to the Parkland students at “liars”.  How dare you!!!!! I am not sure performing Cat Scratch Fever is at the same level as hiding in a closet in fear of your life.  Sometimes the First Amendment is a pain!
3. The clearly NRA subsidized ad’s on Social Media that portray School Shootings as an aberration…maybe one but not 19 in 90 days!
4. The commentary by a Newscaster on the college acceptance rate of a survivor of Parkland.  Having only gotten into college due to family connections, later to flunk out of not one but 2 schools!  I’ll bet on the kid’s moral compass over the critical “adult”! (For those in a rush to Google or LinkedIn, I did graduate and competed two Master’s degree’s)
5. The Firing By Tweet, regardless of the esteem in which you hold the dismissed common decency would suggest an alternative approach.  I recall the 1983 movie The Survivors where a Parrot fired Robin Williams! Please draw your own conclusions as to how you would prefer to find out your services are no longer needed.

As I can’t rely on Social Media not to share my information without knowledge nor approval, or put a Ted Nugent interview between information about my grandchildren, I have to conclude like many, it is now a liability the medium of which I want no part.

Transitions - Edgy & Absent!

Posted on February 6, 2018
by Tom Casey, Managing Principal Discussion Partner Collaborative

2018 is a transition year for many Boomer Executives whom will be reaching the milestone age of 65!

Granted the “70’s something” Stones, Ringo Starr, and Paul McCartney are still touring and Clint Eastwood at 87 has a movie coming out.  Regardless the magical age of 65 remains a threshold, 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 meaning nor life left based upon actuarial tables and cultural norms.

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

Since that time we have worked with now over 500 executives in a variety of sectors on creating the “soft landing” for the company derived from and organized Succession Plan and executive via a structured approach for thinking about “what’s next”.

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 working hypothesis of Inflection Point we utilize in our discussions with clients.

There are two areas we suggest be front of mind as the journey begins!

Pre-Departure Dislocation
DPC has found that many executives feel “awkward”, or “uncomfortable” when visibly continuing with their employer when their Successor has been identified and on-boarded.

This discomfort is exacerbated by the fact that the executive is likely more focused on life’s next chapter.  DPCrefers to this feeling of disequilibrium as “Elvis has left the building” emotion.

In these circumstances we suggest a modality we refer to as the 3 D’s Framework as presented below:

• Disappearance- significantly reduced visibility on-site unless required (counterintuitive when one is still employed although this approach has merit)
• Directive- it is hard to abruptly avoid behaving like “the boss”.  DPC strongly suggests that a “have you considered vs. you should” approach as preferable when interacting with Successor or key incumbents
• Distance- in support of your Succession plan it is preferable to avoid being “the Wizard behind the curtain” and maintaining a respectful distance both logistical and relationship wise during the bridge tenure, with clear boundaries worked out in advance with your Successor

Post Transition Common Denominators
Regardless of age, enterprise tenure, or post departure endeavors, DPC in our client work has found that there are three common denominators that if front of mind, contribute to  success.

We have labeled the “top 3” as Next Generation Engagement  as follows:

1. Edgy- the ability to engage in activities that challenge intellectual curiosity via continued acquisition of knowledge and adjunct expertise
2. Control- the ability to have as much as possible total control over calendar and focus of activities
3. Relevance- the ability to continue to promote personal brand and be recognized as a domain “expert” regardless of future setting

Many executives “can’t wait” to get started on the next phase of life while others are somewhat fearful.  

The position taken in our client work is that the more organized the pre-departure thinking, and awareness of possible outcomes the more likely the executive will be comfortable with “what’s next”!

Develop As If Your Enterprise Survival Was at Risk

On behalf of my colleagues at Discussion Partner Collaborative and our Alliance Companies, we want to wish you and your families a terrific holiday season and a sensational 2018!

Below is an update to a Blog we posted in August of this year on the topic of “building the leadership bench”.

One of my nieces whom is the Executive Director of a Community Market in the Mid-West has a signature on her enterprise logo “Eat as if your life depended on it”.  The logic of this assertion is overt and inescapable.

Borrowing unabashedly from her insight, DPC based upon our research, and that of others would stipulate the same logic applies to all organizations in respect to Leadership Development.

The emerging trend on the forcefulness of “Building The Bench” has only intensified since the creation of our original recommendations.

The most recent edition of The Harvard Business Review (November-December 2017) highlighted the fact that strategic positioning of Leadership Effectiveness programs is deteriorating based upon a study conducted by The Corporate Executive Board.

• 34% of companies surveyed have no High Potential program relying upon enterprise wide training supported primarily by behavior modification coaching
• For the balance (66%) only 24% deemed their HiPo programs to be a success
• Only 13% (down from 17% in 2015) of the surveyed executives have confidence in the emerging population of future leaders
• At present 30% of the largest global companies are compelled to fill CEO positions from the outside

The HBR article Turning Potential To Success reinforced via an Egon Zehnder study an element of the discourse surrounding enterprise success.  Specifically the foundational threshold for success in any transformative effort is “finding the right motivation”; by critical constituency without presuming it is economic driver.

The study reinforces 4 additional proficiencies that are underrepresented in Leadership Effectiveness efforts.

• Curiosity - insatiable desire to understand/appreciate contributing factors to the status quo and avenues for improvement
• Insight - channeled moments of inspiration in context of reality orientation
• Engagement - non-distracted alignment with enterprise, mission, associates, and customer interests
• Determination - appreciation of and ownership to execute against targets and accountabilities

As we approach the end of 2017, the criticality of this strategic intent will only increase.

DPC would suggest as a not so gentle reminder, that attentiveness to this matter is a priority.                                                                        

Blog-The Priority of Building The Bench (August 2017)

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!

Inflection Point - Tenure Without Age

As Baby Boomers ponder retirement there is the inevitable associated question “what do I do next”?

A CNBC segment once referred to retirement planning as the “no huddle offense”.  Essentially there is a need to accelerate not only the economic preparation for retirement: but also the determinants as to how one will spend their time.

Tammy Erickson’s multiple books on shifting demographics particularly What’s Next Generation X?, and Dr. Lynda Gratton’s recent book The 100 Year Life forcefully remind us that traditional perspectives regarding retirement and career management are outmoded.  

The need to reflect and plan is now being “down-aged” (late 40’s to early 50’s) to encompass long serving incumbents whom began working with their present employers at an early age.

If you put yourself in the position of one of these incumbents a thought process encompasses the following:

• I started with this company right out of school
• I am 48 years old
•  like the company they have been good to me
• I like my role and feel I am making a contribution BUT!!!!
• I wonder what it would be like to work somewhere else AND!!!!
• I need to decide new before it is too late

For those of us in our 60’s 48 is young.  However I would assert that none of us felt that way when we were 48!

The inherent problems with the above reflections are a. the employee may leave a good situation, just for the sake of leaving and b. the company is at risk of a brain drain at the nexus point of identification of future leaders and sustainability.

Engagement surveys, while informative, do not drill down sufficiently beyond are “are you happy now”?  In addition those whom are struggling with this dilemma are most likely reflecting privately.

Discussion Partner’s in researching our recent book Inflection Points-Risk Readiness Failure Fearless on career decision points began to become aware this phenomenon.

DPC perceived the issue to be a serious risk to our client population whom have longer serving employees.  Consequently using the mantra of “it is better to be supportive than short-sighted” we have been piloting a Coaching interdiction with several companies whom fit the above profile.

The offering Trajectory Advisory Service focuses on asking and answering the question for those in their late 40’s with approximately 20 years enterprise tenure, “is this company and role sufficiently challenging and engaging that you want to stay”?

DPC began piloting this offering in mid 2016 and have worked with 90 clients to date.

The findings are 10-fold based upon the admittedly modest sample:

1. 100% of those with whom we worked admitted to having given “serious thought” to making a change
2. 100% of those with whom we worked although initially skeptical appreciated the proactivity of their company providing resources to assist in their decision making
3. 90+% were applying loose criteria to their thought process focused more on “now” vs. “where or why”
4. Approximately the same % felt the restraint on making an informed decision was due more to “what if I don't like it” vs. the transition being a sensible career move
5.  81 of the 90 clients decided to stay with their present employer
6. The 9 clients with whom DPC worked on a “soft landing” whereby the company was able to secure a replacement in advance of separation and the departing member was supported in their search (search firms, references, time to interview etc.)
7. For those 81 whom have chosen to remain each was provided an enterprise supported Engagement Driver as a “safety valve” to reinforce the prudence of their decision making
8. The range of “Drivers” encompassed new role, new location, NGO participation, Commercial Board sponsorship, paid sabbatical, education, reconfigured work hours as well as some innovative solutions
9. None of the 81 clients received additional nor special compensation for what I would invoke as the obvious reasons

The #10 Finding from the Pilot is that 65% of those with whom DPC worked indicated they would have left in large part due to curiosity and feelings of intellectual stagnation.

The overarching conclusion DPC derived from this effort to date as that organizations that have the above profile are best served by being proactive, supportive, and sincere in working their incumbents or run the risk of being controlled by vs. controlling their Talent Readiness posture due to unanticipated and undesired departures.

2017 Update Beware of Executive Coaches

In 2011 Discussion Partners posted a blog on our web page www.discussionpartners.com on the topic of Executive Coaching.  The impetus for the first blog was the feedback we had been receiving from our C-Suite clients on their level of satisfaction with the discipline and its value added to their enterprise.  

The headline was “it depends more on the coach than the circumstance”.

The earlier blog captured the detailed sentiments expressed and was featured in our 2013 book Executive Transition-Plotting The Opportunity!, our rationale being many “transitioning” executives identified “coaching or advising” as a likely career option.

In our recently completed study of over 400 Global C-Suite executives we found that not much had changed in the 6 years since the initial posting.  

The original with 2017 updates is offered for your information.

--------------------------------------------------------------------------------------------------------------------------

In the spirit of truth in advertising the notification of “Beware of Dog” should also apply to Executive Coaching.

The domain of Executive Coaching is growing rapidly for 2 incongruent reasons.  Foremost it has been well researched and documented that the use of external coaches is the most impactful leadership development vehicle.  Secondly, with the displacement of so many executives, during the global recession concomitant to the retirement of “Boomer executives” there has been a proliferation of those who now carry the business card of Executive Coach.

The more cynical of us remember the late 90’s when a transitioning executive was going to “start a dot.com”, that aspiration has now been supplanted by well intentioned; but unprepared advisors whom are now “Coaches”.

This is of concern as it is doubtful one would feel comfortable being represented by a Lawyer who hadn’t been to law school, or treated by a Doctor who didn’t attend Medical school...essentially the base line criteria, so what about Coaches?  

The above is further complicated by the “industry” lacking any regulatory oversight.  

So why do client sponsors feel more sanguine

when someone whose experience as a Coach is primarily self-nominated is advising them or their managers?

This dilemma prompted Discussion Partners to conduct a number of Pulse Survey’s.  The first was in 2011, repeated in 2013 and updated this month.  The 2017 edition encompassed over 400 C-Suite incumbents.

In all three surveys DPC reformatted the standard question, “to be an effective leader, what skills do you need to possess”, alternatively asking “to be impactful what are the top 5 critical skills needed by an Executive Coach”?

Top 5 Responses

• Strong Business Fundamentals – There is a need to be clear.  Many coaches focus on advising on strategy and operations as well there are those who focus on leadership effectiveness.  The response had more to do with the third area in that even when advising on the quality of a leadership bench, or correcting some less then attractive behaviors there is a need for the coach to know enough about business to be credible with their client.
  
  The update for 2017 is that now more than ever knowledge of global business and economics is a “must”.

• Sensei Tendencies – The ability of the coach to weave in “war stories” or “lessons learned” from the coach’s experience.  At Discussion Partners we refer to this as Illustration Advisory an intervention whereby we can share an example.  There is of course the need to resist the temptation to pontificate, “when I was a young manager”.  
  
  The 2017 Update is CEO’s are asking for an advanced “script” from the coach on how they intend to manage their “client” that moves beyond the coaches personal experience migrating towards more of an education, lessons learned, historical example, and other client experience foundations.

• Willingness to Confront – The desire to avoid offending to preserve economic security can be taken too far in a relationship.  There can be diplomatic ways to articulate, “what the hell were you thinking”?
  
  2017 Update-CEO’s want to see more assertiveness embedded in discourse with executives.

• Intellectual Curiosity – This attribute initially surprised those of us at DPC, and as it continues with the 2017 update, shame on us!  It is only logical that a client is entitled to expect that their advisor is staying current.  Although the John Boudreau’s, Noel Tichy’s, David Ulrich’s, Jim Collins’s and Michael Porter’s are in a class by themselves, the reputation of the coach can be enhanced if they share insights from others, and their own documented point of view.  
  
  The 2017 update is CEO’s expect Coaches to have an organized fact based “point of view” preferably demonstrated through thought leadership via speeches, op-ed pieces, blogs and publications.

• Willingness to Admit Failure – Staying in a bad marriage is counterproductive if not counterintuitive.  The same logic applies to a coaching relationship.  If it isn’t working the coach should be the initiator of the relationship separation.  Anything less is suboptimal for the client and candidly an unfair position for an enterprise sponsor.
  
  The 2017 update indicates the time horizon for tolerating non- performance and/or bad behaviors are shortening consequently the coach needs to show results early and on going.

You will note that there is a presumption of a methodology and highly attuned interactive skills!  Both are considered, and continue to be based upon the 2017 update Threshold Attributes by CEO’s.

Given the continued proliferation of those calling themselves an Executive Coach the above is offered as a point of view to assist you in what DPC refers to as QQ (Qualification/Quality) decisions and utilization.

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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