Building
the Bench It Takes
Years To Get it
Right
February 1, 2018 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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.
- The historically
low US Unemployment Rate
- 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
- 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:
- Senior level
stakeholder interviews focused on “beyond task proficiency” what are the
essential differentiating qualities that will be needed for success
- Comparative
Inventory of Leaders (broad based) and high potentials in relationship to these
attributes
- Embed into
developmental and hiring strategies the lessons learned from this exercise
- 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
January 1, 2019 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- Edgy
- the ability
to engage in
activities that
challenge intellectual
curiosity via
continued acquisition
of knowledge
and adjunct
expertise
- Control
- the ability
to have as much
as possible
total control
over calendar
and focus of
activities
- 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
December 29, 2018 by Guest
Author, Michael
Casey, PMP, MPA,
ITIL, V3
“Truth is ever to be
found in Simplicity, and not in the Multiplicity and Confusion of things.”
-
Sir Isaac Newton
Inventor of Calculus
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 20th 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.
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”.
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].”
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 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.
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 19th and 20th 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?
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?
November 1, 2018 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- Many actions
seem to prompt
an over-reaction—reduction
in filters,
aka an epidemic
of lack of restraint
or perspective
- 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
- 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
September 25, 2018 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- 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
- 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
June 18, 2018 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
June 11, 2018 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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?
We need to accept as a given, the people we
are looking to hire were never born! The
recent DOL report suggests without reservation that the competition for skilled
and un-skilled labor will increase in the months ahead.
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
deficiencies, is self defeating, and a sense of urgency exists to do both.
The Ongoing Priority
of Building The Bench
It's
hard to believe that 2018 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, with a compelling aspect
being the securing of sufficient numbers of employees to exploit opportunities.
It's
been a roller coaster in the labor market 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 2018. We have made updates to reflect
the latest data from DPC Research
and client experience. The data continues to support our original hypothesis
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 an on-going study DPC conducts with now over 2500 Global C-Suite participants. The survey is on the topic of anticipated
enterprise challenges. As of Memorial Day 93% of those surveyed indicated “the
ability to attract, motivate, and retain top talent” as their #1 concern.
DPC envisions
the announcement today by the Department of Labor on the Unemployment rate will
only intensify thus concern.
Discussion
Partner’s
have been conducting this ongoing Pulse survey since our founding in 2007. The intensity of the above concern while always
“on the list” since 2016 has been #1.
Augmenting
prioritization 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.
The
May 2018 DOL report can be reduced to an unavoidable conclusion, the competition for critical mass and
appropriately skilled workers will only get worse.
DPC’s recommendation
is further reinforced by a review of the recent literature on this topic.
- 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
- 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
In
the context of the recent HBR assertion
“Succession Planning takes years not months” DPC would recommend the following steps:
- Senior level
stakeholder interviews focused on “beyond task proficiency” what are the
essential differentiating qualities that will be needed for success
- Comparative
Inventory of Leaders (broad based) and high potentials in relationship to these
attributes
- Embed into
developmental and hiring strategies the lessons learned from this exercise
- 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” multiple Superbowls 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?
What
About the Leaders as a Constituency?
Einstein’s
definition of insanity is “continuing to repeatedly do the same things
anticipating a different result”.
DPC thought it would
be useful to share an exercise we conducted to answer the question do we remain “edgy.”
Given the average
age of our Partnership is 64, and our grandchildren now offer technical
support, this seemed like a sensible idea.
The
objective of our exercise was 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:
- Are we doing
the right things
to remain edgy
and how do we
know?
- Are we assuming
correctly our
insights are
relevant and
actionable?
- 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:
- Differentiated
Enterprise Success
Factors
- Differentiated
Behaviors for
New Worker Success
Differentiated
Enterprise Success Factors
In respect to Enterprise Success
factors, we have an emerging level of comfort there are three Core Components
as follows:
Enterprise
Core Success Drivers
The three Core success drivers DPC have
identified are what tongue in cheek refers to as “Triple A” positioning.
- 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
- 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
- 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:
- Do Boomers
and Generation
X have attitudes
or behaviors
that Millennial
don’t possess
or care to secure?
- Are the
differences
between and
among the cohorts
the result of
leadership deficiencies
vs. gaps in
attitude or
proficiency?
- Is it advisable
to manage incumbents
differently
by cohort vs.
self-awareness
that career
progression
and aspirations
are fluid?
- Should managers
manifest sensitivity
to, vs. modification
of various leadership
style dynamics?
After
much deliberation and arguing, sometimes cordially, DPC has identified 3 key
factors we perceive as the Contributory
Differentiators regardless of workforce demographic (Boomer, GenX, or
Millennial).
The
three Key factors are as follows:
- 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
- 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
- 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 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.
Summary
Suggestion
DPC
recommends that at the enterprise level a similar exercise is be conducted to
promote your own “edginess.” Our rationale is that the pace of change is
accelerating and there is a downside to the June 1st DOL report in that if a
company ever find’s itself in the position of asking “what do we do now”, it is
already too late.
Bias
Consciousness of
the Unconscious
Posted on May 27, 2018 by Tom Casey, Managing Principal Discussion Partner Collaborative We all have bias’s, most we know, however many we don’t. In the interest of context, I will share two: I have been flying in various capacities for close to 50 years. I hold elite status on four carriers. In the 80’s when women were becoming more frequent occupants of the flight deck, I realized when boarding the plane, I was uncomfortable. For some reason I had it in my head, that I was not as “safe” as if there was a problem during flight the solution would require brute strength. This unease was not rational as evidenced by the extraordinary performance of the Southwest pilot in the recent past. She was terrific!!!! But it was my unconscious bias! Another episode was after an expatriate assignment in South America, I joined a Big 4 Professional Services firm. As a Partner we were required to take a Diversity course. During a discussion one of the Senior Partner’s made the statement that “we treat all Partners the same”. I thought the sentiment was odd, and noticed some of the female Partner’s looking at him in disbelief. I decided to speak up stating, “as an expat, I was aware that I was different, culturally, linguistically, and adaptively, frankly this circumstance was exhausting”. In the States we at long last are drawing a red line saying harassment should never be perceived as OK. Those who have stepped up are to be applauded. Unfortunately we are also at a point where racial and ethnic differences are being positioned as challenges to our National Security and ability to live our lives to the fullest. On May 15th a lawyer went into a rant in a Fresh Kitchen restaurant because both customers and servers were speaking in Spanish. He went so far as to say “this is my country and my next call is to ICE”. This behavior is ignorant on uncounted levels! In May of 2016 Discussion Partner’s authored a book, Executive Advice to Children-Don’t Repeat My Mistakes! The saying “timing is everything” has merit as one of the book’s Executive interviews highlighted the phenomenon of unconscious bias. DPC thought it would be useful to share this interview’s insight as we in the US sort through our decisions regarding degree of tolerance for those who are “different”. Executive Advice to Children-Don’t Repeat My Mistakes! Chapter & Executive Interview (May 2016) -What Does A Liberal Do When He Finds Out He Is a Racist? It has been a difficult period for tolerance in the United States. Our political landscape clearly is anti-immigration to the point of building walls to “keep them out”. Police relations are strained with comedians venturing, “the only way to avoid being shot is a. don’t wear a hoodie, b. don’t be big, and don’t be Black” and somehow we think this is funny! It is easy to be sardonic when we hear the words “Black lives matter” and respond “All lives matter”. Yet our reality is much different. Years ago there was a TV series L.A. Law which some of you are old enough to remember, if not there is always Hulu. In one episode to compel a judge to recuse themselves from a trial of Black defendants, the lawyers presented him with statistical evidence that his decisions and sentencing outcomes were blatantly racist. When presented with such evidence, one would expect this person, to be defensive. In the episode, the Judge did the right thing, he recused himself. He was self-aware enough to know he was not self-aware, and his unconscious bias had been influencing his decisions! Intolerance is ugly, as this chapter is being written the comments of Pope Francis characterizing the desire to build walls as “Un-Christian” and said commentary being referred to as “disgraceful” frame our next feeble attempt at deflective humor “who would you vote for President”. The authors started with the premise that we are all intolerant in some ways, this is not part of our DNA, and it is learned behavior. The question before us was two-fold a. how did learn your self-image was delusional and b. what do you do when you are faced with your sub-conscious intolerance? We were fortunate to find an Executive who was willing to share his experiences. What is of particular interest in this interview is that this Executive held public office in the past and was known as an advocate for tolerance on multiple issues. Executive Interview-Former Congressman During my formative years I was privileged. Consequently my personal philosophy and points of view about race relations, immigration, and other issues were based on reading, discussions, not experience. I always thought of myself as tolerant regarding people who were different whether it is gender, race, political orientation, sexual preference etc. Unfortunately I was wrong…. I was giving a speech out of state and got lost on the way back to the airport. This was in the days before iPhones so lost meant lost. I had someone with me who was driving the rental car. We wandered into a not so nice neighborhood and stopped to get our bearings. I noticed 3 young men of color not far away whom were clearly aware of our presence. We were scared! They started walking toward us and in an attempt to drive away we crashed the car. They kept coming actually now running…when they got to us they said, “are you guys ok”, and “do you need some help”? They could not have been nicer…they got us to the airport, arranged for the Rental Car Company to come…”they were great”. Flying back home, I could not help thinking about how scared I was, and why? Clearly it was the neighborhood, the circumstances, and more importantly that the three young men were Black. I asked myself the question “even in a rough neighborhood if they were white. dressed in khaki’s wearing IZod shirts, would I have reacted the same way”? Clearly not…. When I look back on that event I realized that even with a narrow definition of the word I am really a racist. It shook my self-image and I try to be mindful that is “who I am, not who I thought I was”. “The question before me at that time is how I channel this awareness minimizing the damage it can cause, and maybe even using the awareness to do some good”. What got my attention though was when I relayed what happened to others, their response was disheartening as they commented, “I would have been scared too”. Also “you got lucky”. 2018 Unconscious Bias Suggestions - We are all intolerant of some things or many things
- When we are confronted with our true beliefs or tendencies we can behave in 1 of 2 ways, ignore it, or attempt to channel it in appropriate ways
- Self-Awareness is an asset, self-respect an aspiration, self-indulgence borderline ignorant, self-direction in a positive way an obligation even when it means challenging your self image
Different, means just that, not better or less then good. In many societies, particularly now the US, we are almost at the point of taking sides in some us vs. them, context. We should all put on our adult big person pants and confront what is a self-defeating societal tenant We can all be surprised by learning that we are not who we envisioned ourselves to be. The question is, does this self-awareness compel thoughtfulness or if inappropriate confrontation? If not then shame on us!
Nostalgia
or Selective Memory
Posted on
May 15, 2018 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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???
Posted on
April 6, 2018 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- Three people
of the same
age
- Each grew
up in the same
city
- Two of whom
married
- Each taking
a different
career path
- Each career
path intersecting
with familial
relationships
- Meeting
for lunch 49
years after
High School
graduation
- 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.
- 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
- 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!
- The clearly
NRA subsidized
ad’s on Social
Media that portray
School Shootings
as an aberration…maybe
one but not
19 in 90 days!
- 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)
- 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:
- Edgy- the
ability to engage
in activities
that challenge
intellectual
curiosity via
continued acquisition
of knowledge
and adjunct
expertise
- Control-
the ability
to have as much
as possible
total control
over calendar
and focus of
activities
- 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
Posted on
December 16, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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.
- 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
- 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:
- Senior level
stakeholder
interviews focused
on “beyond task
proficiency”
what are the
essential differentiating
qualities that
will be needed
for success
- Comparative
Inventory of
Leaders (broad
based) and high
potentials in
relationship
to these attributes
- Embed into
developmental
and hiring strategies
the lessons
learned from
this exercise
- 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
Posted on
October 24, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- 100% of
those with whom
we worked admitted
to having given
“serious thought”
to making a
change
- 100% of
those with whom
we worked although
initially skeptical
appreciated
the proactivity
of their company
providing resources
to assist in
their decision
making
- 90+% were
applying loose
criteria to
their thought
process focused
more on “now”
vs. “where or
why”
- 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
- 81
of the 90 clients
decided to stay
with their present
employer
- 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.)
- 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
- 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
- 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
Posted on
September 26, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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!
Posted on
July 10, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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.
- 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
- 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:
- Senior level
stakeholder
interviews focused
on “beyond task
proficiency”
what are the
essential differentiating
qualities that
will be needed
for success
- Comparative
Inventory of
Leaders (broad
based) and high
potentials in
relationship
to these attributes
- Embed into
developmental
and hiring strategies
the lessons
learned from
this exercise
- 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
Posted on
June 1, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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”.

|
Control
the
Communication
Process-avoid
relying
only
on the
formal
elements
of communication.
There
is a
need
to augment
this
effort
with
an informal
communication
process
to personalize,
and
engage
in conversations
with
selected
managers
|

|
Confirm
the
Legacy-there
is a
need
to define
“how
I want
to be
remembered”,
with
“how
I am
perceived”.
The
most
effective
way
to do
this
is to
have
a dialogue
with
trusted
advisors
where
you
point
blank
ask
the
question,
“what
will
you
remember
about
me”
|

|
Networking-Classify
your
internal
and
external
networks
capturing
the
contact
information
for
managers
whom
would
provide
insight/access
for
you
in the
future,
what
we refer
to as
the
“Nifty
50”.
This
is the
minimum!
There
is a
need
to commit
to interact
with
these
folks
at least
on a
quarterly
basis,
recognizing
that
the
interactions
will
be sustainable
provided
the
dialogue
has
mutual
value.
|

|
Relationship
Sustainability-The
first
order
of business
is to
prepare
and
send
subsequent
to the
formal
announcement
an e-mail
to at
least
these
50 executives
internal
and
external
embedded
with
a. preliminary
thoughts
as to
career
focus,
and
b. contact
information
|

|
Accessibility-
independent
of the
networking
activity
above
there
is a
need
to utilize
multiple
vehicles
e-mails,
social
media,
and
the
lost
art
of letter
writing
to maintain
contact
with
a broader
number
of executives
|
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:
Don’t
take it personal….it
is the normal
cycle
- 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.
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)
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?
Posted on
May 8, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
Posted on
March 15, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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!
Posted on
January 7, 2017 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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.
- 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
- 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:
- Senior
level stakeholder interviews focused on “beyond task proficiency” what are the
essential differentiating qualities that will be needed for success
- Comparative
Inventory of Leaders (broad based) and high potentials in relationship to these
attributes
- Embed
into developmental and hiring strategies the lessons learned from this exercise
- Creation
of a Critical Constituency Depth Chart whereby
the following is highlighted
- Identification
of 1 ready now replacement
- Identification
of 2 possible replacements
- Identification
of external Search capabilities to be deployed in emergencies and/or lack of
“ready now” sense of urgency
- 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:
- What skills sets will
we need beyond domain proficiency to have a sustainable growth oriented
enterprise?
- How does our current
population of Leaders and Future Leaders compare to these desired attributes?
- How can we develop
and/or hire sufficient numbers of people to address deficiencies in the above?
- What is the true nature
of our Leadership bench in respect to Readiness?
- 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!
Posted on
September 23, 2016 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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.
- Can you
reasonably assume
that any more
data will change
your perspective
and lead to
a better decision?
- 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!
Posted on
September 12, 2016 by Tom Casey, Managing Principal Discussion Partner
Collaborative 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:
- Are
we doing
the right
things to
remain edgy
and how
do we know?
- Are
we assuming
correctly
our insights
are relevant
and actionable?
- 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:
- Differentiated
Enterprise
Success
Factors
- 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.
- 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
- 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
- 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:
- Do Boomers
and Generation
X have attitudes
or behaviors
that Millennial
don’t possess
or care
to secure?
- Are
the differences
between
and among
the cohorts
the result
of leadership
deficiencies
vs. gaps
in attitude
or proficiency?
- Is it
advisable
to manage
incumbents
differently
by cohort
vs. self-awareness
that career
progression
and aspirations
are fluid?
- 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:
- 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
- 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
- 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?
Posted on
September 12, 2016 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
Posted on
February 3, 2016 by Tom Casey, Managing Principal Discussion Partner
CollaborativeI 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
Posted on
January 8, 2016 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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 5th 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
Posted on
December 15, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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!
Interpolation
Noun Or Mathematics?
Posted on
October 21, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- 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.
- Performance
Expectations
- these are
fluid based
upon enterprise
need at the
time and subject
to change which
can accelerate
or decelerate
“promotion”.
- 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.)
- 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!
- 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
Posted on
Septermber 11, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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!
- 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.
- 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
- 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.
- 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!
Posted on
July 14, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- Estate
Planning-development
of a comprehensive
plan that provides
reassurance
that wealth
creation for
the family has
been secured
- 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
- 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.
- 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!
Posted on
July 14, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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.
- How
to manage the
numbers, or
more importantly
how do the founders
gain an understanding
of the undeniable
truths represented
in the “financials”
- 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
- 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.
- 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!
Posted on
July 14, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- Elevation
of Leadership
Development
to a strategic
intent at least
if not more
important as
the more traditional
measurements
of success
- Public sanctioning
including displacement
of executives
whom do not
take this objective
seriously.
- 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
Posted on
May 16, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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…
- “Hi Tom I’m Brian”
- “Hi Brian, how are you doing”
- “Good it has been interesting”
- “That is good to hear…. how long
have you been here”
- “About 4 months”
- “So who do you report to”
- “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.
Be advised that if you find yourself sharing VAR, say
it slow to avoid being called “Matey.”
Successful
Executive Transitions
Posted on
May 15, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- Don’t take it
personal….it is the normal cycle
- 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!
Posted on
April 20, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
Posted on
January 2, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
Posted on
January 2, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
Posted on
January 2, 2015 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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.
- 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
- 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
- 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
Posted on
August 29, 2014 by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
Posted on
July 8, 2014
by Tom Casey, Managing Principal Discussion Partner
Collaborative
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:
- 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.
- 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
Posted on
April 14, 2014
by Tom Casey, Managing Principal Discussion Partner
Collaborative
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
Posted on
January 1, 2014
by Tom Casey, Managing Principal Discussion Partner
Collaborative 
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
Posted on January 4, 2013 by Tom Casey, Managing Principal Discussion Partner Collaborative
I recently attended a seminar sponsored by a potential alliance
partner for our firm. The objective was to hear their “thought
leader” present their enterprise point of view on “The Implications of
the Aging Workforce on Employee Engagement”.
As is the wont of air travel these days I arrived at the session late
and to avoid being rude or conspicuous I slipped into the back of the
room.
The presenter although polished in style, and aggressive in
expressing “my point of view”, was bereft of any recent data to support
their conclusions.
In point of fact their data would have been more aligned with the times if their attire had been a lime green leisure suit.
As I was sittling in thinking, “well this was a brilliant idea” and
wondering “can I get an earlier return flight”, I had an epiphany.
I realized many in the audience were entranced with the “facts” being
put forward…..they were lacking in context and had no clue that the
data was no longer even useful in the context of a) a global workforce,
b) engagement levels that were declining even before the recession, c)
the challenges of managing a workforce with four cohorts all of which
desire different levels of support from an employer, and d) the emerging
complexities of managing the digital tribes promoted by the emergence
of social media.
How did I know, psychic that I am not, it was the “tell” from
watching people nodding their level of interest and agreement. MANY of
the HR professionals in this particular audience were learning of the
aforementioned human capital challenges for what appeared to be the
first time (look for the nodding of yes and neck leaning forward).
Be reassured that there were those like me who had the glaze of
boredom and were also unobtrusively looking at their watches (look for
the head dropping straight down or to the left to look at the wrist).
The torture ended eventually and insincere as I am I was gracious in
my thanks and compliments…..yet I was struck by a line from Michael
Douglas in the American President (don’t go there), “serious problems
require serious people to create serious solutions”.
Like a lot of Consultants I have been on the platform and candidly
live in dread fear that my audience is in possession of more relevant or
timely data than I therefore making my effort pedestrian. It is the
intellectual curiosity of the audience I rely upon to keep me honest.
My conclusion from this unscientific polling technique is that those
of us in leadership positions, particularly in Human Resources have to
have higher standards for what constitutes “thought leadership”. The
alternative is we will be treated to a steady stream of presentations by
those who really have nothing to contribute in pushing us to address
some very serious issues.
The Commercial Sabbatical
Posted on December 3, 2012 by Tom Casey, Managing Principal Discussion Partner Collaborative &
Tobey Choate, Managing Principal Next Generation Advisory Services
The Rolling Stones are touring to celebrate their 50th
anniversary! Beyond the planet waiting with bated breath to see if Mick
Jagger at 69 can still do a 3 hour concert at a dead run, there are
lessons learned for Boomer executives.
Age 65 is no longer the inflection point whereby we “retire” get a
watch, take a cruise, play some golf, and periodically look out the
window to see if the Grim Reaper has found our address.
The increase in life expectancy and promotion of the active lifestyle
are prompting Boomer executives to more seriously contemplate, “what
will I do with my post retirement time”?
Next Generation Advisory Services (NGAS), a Discussion Partner
Collaborative (DPC) subsidiary provides Transition Advisory Coaching to
executives in advance of “retirement”.
Presently, we are working with 50 executives in the US on these
matters and among our lessons learned isthe word “retirement” is
outdated.
Two former colleagues, Tammy Erickson and Bob Morrison a decade ago
authored a McKinsey award winning Harvard Business Review article
entitled It Is Time to Retire Retirement in which they stipulated that the traditional views on Retirement were fast becoming obsolete.
Their prediction in this article and later writings is now a reality.
Based upon NGAS client experience we have observed an emerging mental
model executivesemploy in determining how they will spend their time,
after a 6 month period of “disengagement” not limited to hobbies, family
time, nor travel.
Alternatively in working with our Boomer executive clientele there is
and will remain a desire to stay engaged in commercial activities not
for economic reasons primarily: but to remain as one client put it
“relevant”.
Within Next Generation Advisory Services we refer to the time it
takes for an executive to depart their employer and return to the
workforce in some capacity as a Commercial Sabbatical.
Our client experience suggests that beyond Board membership,
Boomer executives will return to the workforce in a part or full time
capacity within 12 months if they “retire” between the ages of 58 and 62
and 18 months if above the age of 62 for the following reasons:
- Type A Does Not Go Away.
The motivation that drives an executive to success does not disappear
or decline appreciably when they leave the enterprise. Paul McCartney
still tours at age 70, the Beach Boys and Stones have embarked on their
50th year reunion with new albums as well as tours, Dan
Rather started a new Broadcast role in his 70’s, and executives such as
Jack Welch are still going strong.
- 62 is the Catalyst Year. Executives
perceive that this is the age that “If I ever wanted to do something
else approximate to full time this age is an important milestone”.
Obviously this calls into question the wisdom of using 65 as the core
year for most Succession Plans.
- Part Time Desire Above 62(and possibly below) commercial involvement is usually part time in nature. The May 2012 edition of the Harvard Business Review article entitled ‘Supertemps’ focuses on this phenomenon.
The alignment of corporate resources at our client companies to
assist executives in their planning process is emerging as an enterprise
imperative. Anything less has potentially negative outcomes a) the
executive “surprising” the company by leaving in advance of the
contemplated date, b) enterprise disruption as the executive becomes
more distracted the closer they get to their departure date, c) the lost
opportunity to be recognized as a “proactive” employer, one which
recognizes the disparate demands of the multi-generational workforce and
plans accordingly.
The concept of the Commercial Sabbatical is the largest
finding from the Transition Advisory work of Next Generation Advisory
Services.When our coaches are speaking to executivesdeliveringthe
message “it is only a matter of time before you are back in the game”
frames key elements of the planning process and confronts head-on the
conscious or subconscious concern of executives regarding “relevance”.
The final blog in our series will focus on executive engagement and will be forthcoming in January of 2013.
Where Are Executives Likely To Be Spending Their Time Post Employment?
Posted on November 1, 2012 by Tom Casey, Managing Principal Discussion Partner Collaborative &
Tobey Choate, Managing Principal Next Generation Advisory Services
The most recent research conducted by Discussion Partner
Collaborative supported by the Transition Advisory work of Next
Generation Advisory Services (NGAS) has concluded that post-employment
Executives will focus their time on 14 areas of involvement.
However, it should be noted that to a person the NGAS clients have
indicated “I am going to take at least 6 months off before I even think
about it”!
We will spare you the sentiments expressed regarding the impending
trauma due to be visited on enterprise supported Blackberry’s and
iPhones during their post-employment hiatus.
14 Areas Post-Employment Involvement
As you peruse the below list of 14 areas, PLEASE keep in mind
that the most likely strategy will be a portfolio of 2 to 3 initiatives
each with a part time commitment focus. The Executive will “rebalance
the portfolio” on a regular basis in three areas:
Commercial Catalyst
- New Role/Alternative Employer-The role architecture is most likely an interim managerial slot for a predetermined period of time. A recent HBR article, The Rise of the Supertemp provides an excellent foundation for appreciating this strategy
- Consultant-This role would be to act as external advisor on a
project basis either through affiliation with a firm and/or at the
request of those in the Executives network
- Entrepreneur-A number of Executives want to experience a
creative process by “starting a venture” either aligned with previous
career interests or “entirely different”
- Board Member-This is the most popular pursuit, however it is
also the one where those Executives whom are not already on Boards,
acknowledge that they need a sensible strategy to “get out there to be
in demand”
- Personal Investor-These Executives want to be “Angel
Investors” in start-up companies where they would also provide expertise
and take a proactive role in governance
- Start Up Initiator-This is differentiated from Angel Investor
and/or Entrepreneur in that they want to transform into a role that is
more like a Venture Capitalist
Intellectual Pursuits and Physical Fitness
- Academics-This pursuit is most likely as an Adjunct faculty
member however a number of our clients do plan on accepting “Emeritus”
positions
- Author-A small number of clients do have ideas for Articles,
White Papers, and Blogs. To a person however they appear to want to
focus on “the future of” issues and/or present their thoughts on
impending trends in their domain
- Higher Education-Some Executives want to complete suspended academic pursuits or “remain edgy” by attending Executive programs
- Arts-One surprising finding from NGAS Advisory work are the
number of Executives whom have truncated their artistic abilities in
Music, Theater, Interior Design or Artistic expression they want to
resurface….a case in point is the client who wanted to be a “Rock Star”
who is now doing session work in Tennessee
- Sports-A common refrain we here from Executives is the need
they feel to “get back in shape”. Their focus is to intensify the time
they now feel they do not have and focus on their exercise regimen
Community Involvement
- Political Involvement-Executives for the most part would say
their political aspirations have been channeled into fundraising and
superficial domain related advice to date while acknowledging they would
make “terrible candidates”. Where they do want to “get in the game” it
is either in pursuit of local or statewide office.
- Philanthropy-Many Executives manifest a desire to subsidize
and or raise monies for “worthy” NGO’s that are in the area of personal
experience or interest
- Social Responsibility-Executives have the most generous
interpretation of this area inclusive of a) volunteerism, b) advisory,
c) governance or in many cases creating an NGO that focuses on a
personal area of interest
What is clear from Discussion Partner research and Next Generation Advisory client experience is that today’s executive has no intention of rocking away the day waiting for Happy Hour!
Who is More Ethical Boomers or Millenials?
Posted on September 17, 2012 by Tom Casey, Managing Principal Discussion Partner Collaborative &
Deb Hicks Chief Human Resources Officer Dana Farber Cancer Institute
There are many philosophical quandaries that are challenging to understand:
- What is the sound of one hand clapping?
- If a tree falls in the woods is there sound?
- How can Mick Jagger keep going at 70?
- Why in early Catholic Catechisms was the Holy Ghost depicted as a bird in a cage?
- Many more!
In the recent past, the overwhelming evidence that greed is good is
passé and do whatever you need to do, however you need to do it, is the
new normal!
Just in the last weeks, Standard Charter has been accused of money
laundering for the Iranian Government, Barclay’s Bank cratered ethically
when traders manipulated interest rates and in doing so, the prize was
champagne! God forbid they should consider the dilemma they were
creating for those with too much month left at the end of their money!
The Global recession was created or being kind exacerbated by the Too
Big To Fail phenomenon or as some with an insight say, Too Important to
Be Held Accountable!
How could the Enron energy traders, who were manipulating the grid
system, not realize that uttering the words “burn baby burn” during wild
fires would not be deemed reprehensible?
One of the standard “Integrity” simulation questions used in leadership effectiveness interviews goes something like this”
“You are flying to Chicago to give a presentation to a key client.
You are wearing the suit you will be wearing the next day. During the
flight you spill coffee on the suit causing a stain.”
“At the hotel you learn that the stain can be removed at a cost or
$100.00. You get it cleaned with the full knowledge your company will
not reimburse this expenditure”.
Which of the following would you do?
- Submit the expense with an explanation
- Not submit the expense as it “was my fault”
- Cover the expense by exaggerating an item in an accepted category such as meal or mileage
Clearly when queried by a consultant the manager will state 1 or 2.
Yet if you pay close attention to the “tell” or change in body language,
you can reasonably assume an uneaten meal with desert will make its way
on to the expense account!
The above represents Boomer behavior….gross generalizations aside, our ethical example has been somewhat lacking!
Is there any hope for the Millenials? Are they any better equipped or conditioned to do the right things right?
Tammy Erickson, the recognized Thought Leader on Generational
matters, has consistently stipulated that Gen X and the Millenials hold
their parents and those in authority in high esteem. They are more
respectful of their parents than Boomers ever were, and when being
mentored prefer to avail themselves of someone in this cohort.
What do they think then when they read the news of Ponzi schemes, see
HBO docudramas like Too Big To Fail, or watch shows on CNBC on American
Greed? One would hope they would think to themselves “what turkeys”!
Tammy’s work would suggest while respectful they follow their own conscience.
There is no question the Millennial cohort is more socially aware,
environmentally committed, and possibly more curious than their elders.
My hope is they can be more discerning of what constitutes good
behavior and despite what they observe, don’t betray these values
One would hate to think of their grandson being led from Federal court with a raincoat over their head.
Yet…..bad ethical choices are as old as mankind….MAYBE this new group of young men and women will stem the tide of stupidity.
But for just a moment…..let’s postpone judgment on the Boomer cohort
and ask ourselves…..”what if the executive is affiliated with something
special”? Let’s define special as a) an environment where they knew
they would never “get rich”, b) one where their work if done well,
contributes to humankind, and c) one where the environment is supportive
and sustaining.
What happens then?
To gain a balanced perspective, I reached out to Deb Hicks the CHRO
for Dana Farber Cancer Institute for her opinion. I did so for three
reasons:
- The important work done by Dana Farber
- Deb’s reputation within the HR community as an innovator and
- During our 15 year relationship I have used her as a sounding board on multiple Human Capital topics
Her response to the query, beyond commenting I have become very cynical in my dotage, was as follows:
“Let’s not lose hope and view Boomers as a lost generation to
ethics. In fact there are organizations such as Dana Farber where since
its founding has attracted and retained faculty and staff who want to
be part of the “secret sauce” where they are so driven by their mission
and commitment to patients, requiring them every day to stand out!”
“DFCI is an organization where “wealth” is defined differently. Yes
competitive pay and benefits matter: but being part of the next
discovery or being there in that moment of need and fear with a patient
makes a different kind of deposit in the bank of legacy to the mission
and humankind”.
“Don’t get me wrong we suffer the challenges of generational changes,
organizational alignment and at times misalignment, and bad behavior,
but in the end we are aligned and committed to the mission”.
“The mission allows us to ignore the generational influence or who is more or less and alternatively focus on the secret sauce”.
The above was well stated….it does put the issue of ethics the
context of leadership and environment and not generational in
perspective.
Maybe I am getting too cynical in my dotage!
The Emerging Mental Model of the Boomer Executive
Posted on July 9, 2012 by Tom Casey, Managing Principal Discussion Partner Collaborative &
Tobey Choate, Managing Principal Next Generation Advisory Services
Paul McCartney turned 70 last week. Although his birthday was not
celebrated as a National Holiday, for those of us old enough to remember
The Beatles first appearance on Ed Sullivan; it does prompt memories as
well as self-reflection.
The increase in life expectancy and promotion of the active lifestyle
are prompting Boomer executives to more seriously contemplate, “what
will I do with my post retirement time”?
Next Generation Advisory Services (NGAS), a Discussion Partner
Collaborative (DPC) subsidiary provides Transition Coaching to
executives assisting our clients in pre and post-employment planning.
Based upon our client experience we have observed an emerging mental
model executivesemploy in determining “how I will spend my time”.
Lessons Learned
- Type A Does Not Go Away.
The motivation that drives an executive to success does not disappear
or decline appreciably when they leave the enterprise. Paul McCartney
still tours, the Beach Boys and Stones have embarked on their 50th
year reunion ventures, Dan Rather started a new Broadcast role in his
70’s, and executives such as Jack Welch are still going strong.
- 62 is the Catalyst Year.
Executives perceive that this is the age that “If I ever wanted to do
something else, now is the time”. Obviously this calls into question
the wisdom of using 65 as the core year for most Succession Plans.
- Part Time Desire. Where there is commercial involvement it is usually part time in nature. The May edition of the Harvard Business Review article entitled ‘Supertemps’focuses on this phenomenon.
- Different Does Not Mean A Job.
The sentiment of executives as they plan is not to join another company
in a similar role. Alternatively there is a focus on non-commercial
ventures such as hobbies, philanthropy, and education.
- The Portfolio Approach.
DPC research and NGAS client experience align with the conclusion that
executives identify a combination of 1) Commercial 2) Board Membership
and 3) Self Awareness (Improvement) PART TIME initiatives in their
planning model.
The days of executives turning 55, getting their gold watch, taking a cruise, and then ????? are way over.
The question that arises as we help executives plan….is what are the
implications for the companies when Boomer executives are planning their
retirement?
The alignment of corporate resources to assist executives in this
planning process is emerging as an enterprise imperative. Anything less
has potentially negative outcomes a) the executive “surprising” the
company by leaving in advance of the contemplated date, b) enterprise
disruption as the executive becomes more distracted the closer they get
to their departure date, c) the lost opportunity to be recognized as a
“proactive” employer, one which recognizes the disparate demands of the
multi-generational workforce and plans accordingly.
Global Office Deployment – Outline for a Facilities /IT Partnership
Posted on July 5, 2012 by Michael Casey PMP
OVERVIEW
Global companies are increasing recognizing the need to maintainand
improve offices globally on an ongoing basis. Successful global office
deployment programs exhibit consistent business management features –
central authorization and design, consistent engagement of “in-country”
associates while emphasizing ongoing communication to resolve execution
issues. With this program in place, office spaces are chosen, designed,
deployed and maintained to meet a company’s requirements. They provide
for staff needs and promote a consistentcompany image.
While providers are engaged for turnkey solutions for smaller
locales, global organizations – more and more – are taking
responsibility to promote an internal program that extends a consistent
self-image throughout their global offices. The language on the walls at
the receptionist area may be different. But country to country the
corporate image is standardized and reinforced. Staff may be moved
within an existing facility or moved to another. Facilities Management
(“Facilities”) and Global Infrastructure (“IT”) interact to ensure that
needs are continually reviewed and prioritized. Success is realized
through communication with global sponsors as well as local facilities
and technology contacts.
As companies adopt this program approach, Facilities managers
communicate with global and local business interests to determine the
direction and the requirements of a selected deployment project.
Facilities designs office space to promote a high quality work
environment by demanding:
- Comfort: Assuring that work areas and computing
environment are suited to the task, whether sitting, standing, spending
hours online or on the phone
- Efficiency: Locating work teams in convenient proximity, placing shared equipment near workers who use it the most.
- Communication: Organizing departments for the most effective means to converse internally and externally with co-workers and customers
- Productivity: Maintaining a logical flow throughout the office
- Effectiveness – Establishing clear goals and objectives for the work environment
IT, treating Facilities as sponsors of the program, ensures effective
qualification of office deployment projectsby continually reinforcing:
- Capacity: Assuring that the provision of network,
telecommunications and infrastructure (e.g., file/print servers, end
user computers) addresses business requirements.
- Reliability: Guaranteeing user needs are addressed in an initial and ongoing manner to meet the needs of the users.
- Flexibility:Facilitate delivery of services with initial deployment and provide for ongoing changes to user requirements.
The relationship between Facilities and IT is pivotal to a global
office deployment program as well as individual. Facilities managers
deal with the companies “general management” – executives who decide
which prospective offices to upgrade and / or move and local business
management who recognize the particular needs of their staff and
offices.
IT assesses the technology requirements of the office, based on
Facilities and local site input. IT provides for the Network,
Telecommunications and site-specific computing needs by delivering data
closets and IT end user services, such as work area phones, computers
and wireless computing.With each office deployment project designated by
the program, IT works with Facilities and local IT contacts to resolve
capacity and design questions.
PROGRAM APPROACH
Roles and Responsibilities
Roles
|
General Manager(s) |
Business person who authorizes Facilities investment in a new or modified Company location |
Global Facilities Manager |
Person accountable for commercial decisions
on physical office design, construction and move activity. Provides
technology requirements to Global IT Manager |
Global IT Manager |
Reviews requirements from Facilities.
Identifies, approves and prioritizes plans, including IT budget, tasks
and assignments to support deployments |
Local Business Manager |
Site contact to address Facilities questions, concerns. Communicates decisions locally |
Local IT Manager |
Site contact to address IT questions, concerns. Communicates decisions locally. |
Project Manager |
Manages and tracks decisions on Companies site deployment projects or approved site-specific deployment tasks |
Budget Analyst |
Develops and maintains budget to support planned deployment activity through approval by Global IT Manager |
Operations Manager |
Reviews requirements for site environment. Manages process for data closet design and capacity planning. |
Network Manager |
Reviews requirements for data,designs data network, manages 3rd
party delivery of new or modified circuits, deploys network data closet
equipment as required, manages end user network services through
deployment. |
Telecommunications Manager |
Reviews requirements for voice,designs voice network, manages 3rd
party delivery of new or modified circuits, deploys voice data closet
equipment as required, as well end user voice services as required. |
Infrastructure Manager |
Reviews requirements for site-specific servers and end user support, manages 3rd
party delivery of new or modified servers and end user equipment,
deploys infrastructure data closet equipment as required, and deploys
end user computing services as required. |
Responsibilities
Responsible (R) |
The individual(s) who completes the Activity. Responsibility can be shared across roles. |
Accountable (A) |
The person who answers for the completion of the activity or decision. This includes “Yes” or “No” authority and veto power. |
Consult (C) |
This role provides required, expert input prior to a final decision or action. |
Inform (I) |
This role needs to be informed after a
decision or action is taken. They may be required to take action as a
result of the outcome. |
Mapping Roles to Activities

Project Selection
IT staff reviews the status of existing and proposed Office
Deployments at a weekly, global meeting. IT Operations, Network,
Telecommunications and Infrastructure managers review site by site
office deployment needs primarily[1]
within North America (NA), Europe (EU) and Asia Pacific (APAC) areas.
IT works with Facilities representatives to qualify and prioritize
requests for new or modified IT office deployment activity.
At this weekly meeting, the IT Manager (VP of Global Operations)
relays Facilities requirements, priorities and status to the global IT
management team. IT managers identify gaps in profiling a site.
Site Profiling

In evaluating readiness to work on a site, the team determines if a
separate deployment project is required, based on the required
deliverables and complexity. For activity that does not require a
project, local site contacts are referred to local means for service
delivery, which are identified and tracked by the global team at the
weekly meeting.
Site Tracking
The team tracks deliverables in the weekly meetings on sites as they are assessed and qualified.

[1]
Areas may expand scope of responsibility to different geographies as
required. (e.g., NA IT may support SA deployment projects due to global
contractual relationships with network carriers.)
Requirements Gathering / Solution Design
Design of a site solution flows from iterative requirements gathering presented by Facilities and IT.

IT groups refine checklists which allow for the translation from requirements to design.
Requirements Gathering
This process initiates upon completion of Site Assessment and
Facilities Determination. For deployment projects, the deliverables are
the same – completed requirements, budget and schedule.

IT Requirements Gathering Responsibilities
Once the deployment to a given site is approved, IT groups interact
in pursuing answers needed to commit to the target date for Facilities.
This involves meetings and communications within IT as well as site IT
contacts. IT groups, however, have distinct responsibilities towards to
provide necessary input for solution design.
Operations
- Collect Network, Telecom, Infrastructure requirements for data closet and floor layout
- Communicate site IT power requirements for data closets and floor layout to Facilities
- Communicate IT AC requirement(s) for data closet to Facilities
- Communicate IT rack requirements for data closet to Facilities
Network
- Evaluate computer networking needs for target site
- Communicate current network gear inventory for Operations
- Communicate network gear requirements for Operations
- Provide input to rack elevation diagram to Operations
- Request and receive quotes from data circuit vendors
Telecommunications
- Evaluate computer networking needs for target site
- Communicate current network gear inventory for Operations
- Communicate network gear requirements for Operations
- Provide input to rack elevation diagram to Operations
- Request and receive quotes from data circuit vendors
Infrastructure
- Evaluate computer networking needs for target site
- Communicate current telecommunicationsgear inventory for Operations
- Communicate telecommunicationsgear requirements for Operations
- Provide input to rack elevation diagram to Operations
- Request and receive quotes from data circuit vendors
Solution Design
This process starts withRequirements Gathering, as details are
provided through the team and agreed to by management. Completion of
requirements gathering is not a prerequisite for all aspects of design,
depending on the target site deployment date. For example, with
sufficient information on the site MDF data closet and management
approval, Network will execute circuit orders while other requirements
gathering activities are proceeding. The start of this task is necessary
as provider delivery cycles may be prohibitive. For deployment
projects, the design deliverables are the same – data closet(s) design
and floor layout.
IT Solution Design Responsibilities
Operations
- Collect Network, Telecom, Infrastructure requirements for data closet and floor layout
- Communicate site IT power requirements for data closets and floor layout to Facilities
- Communicate IT AC requirement(s) for data closet to Facilities
- Communicate IT rack requirements for data closet to Facilities
Network
- Evaluate computer networking needs for target site
- Communicate current network gear inventory for Operations
- Communicate network gear site requirements to Operations
- Provide input to rack elevation diagram to Operations
- Request and receive quotes from data circuit vendors
Telecommunications
- Evaluate computer telecommunications needs for target site
- Communicate current telecommunications inventory to Operations
- Communicate telecommunications site requirements to Operations
- Provide input to rack elevation diagram to Operations
- Request and receive quotes from voice circuit vendors
Infrastructure
- Evaluate computer telecommunications needs for target site
- Communicate current telecommunications inventory for Operations
- Communicate network gear requirements for Operations
- Provide input to rack elevation diagram to Operations
- Request and receive quotes from data circuit vendors
Project Commitment

PROJECT PROCESSES
Map

Requirements Gathering
Process is based on completion of initial Site Assessment and Facilities determination:

Are
Leaders Smarter
Than Dogs?
Posted on
April 23, 2012 by Thomas Casey, Managing Principal
Anyone who is from the US has heard the adage “the dog is barking up the wrong tree”?
The luckless dog is presuming that there is a cat in the tree,
deserving of their attention. Yet we humans in our infinite wisdom
realize the cat is either long gone, or is quite happy mocking the dog
from a different tree?
We could take the view that the dog is stupid, yet as it relates to
Succession Planning are we leaders not representative of this hapless
dog?
If we look at the numbers from various sources it is not a leap of logic to believe so:
- 35% of companies have a Succession Plan with “integrity”(SHRM)
- 78% of companies have some form of Succession Planning “strategy”(Corporate Leadership Council)
- 50%+ of the Fortune 500 Board Directors for the Fortune 500 are “unhappy” with their companies Succession Plan(HBR November2011)
- Average tenure of a Fortune 500 CEO is approximately 3.5 years(HBR November 2011)
- Age 65 is usual and customary age for “executive retirement”
directly contradicted by DPC research that indicates the age is more
likely to be 62 “after a phase down period”(December 2012 Study The Art
of Executive Boomer Management)
At a recent Discussion Partner’s strategy session like the dog who
wanders away from the tree feeling embarrassment, we felt that we as
consultants needed to acknowledge “Succession Planning is a
dysfunctional process the outcome of which is to provide little to no
value to the enterprise”.
Yet metaphorically the cat was not imaginary and enterprises do need a replenishment process to promote sustainability.
Discussion Partners conducted an internal audit of our client
experience on Leadership Succession since the firm was founded in 2007.
Our overarchingconclusion was the fatal flaw is Succession Plans are
too internally focused by limiting the question to “who do we have and
when will they be ready”?
DPC suggests a modification of a Null Hypothesis (the process for
challenging assumptions/strongly held beliefs by attempting to disprove)
is more appropriate.
For example in the movie Moneyball the focus on On- Base Percentage
vs. Individual Statistics was the null hypothesis theme expanding the
analysis of proficiency beyond batting average.
This approach led the Boston Red Sox to 2 World Series Championships
in the past decade after approximately 90 years of frustration (yes a
number of DPC Principals live in Greater Boston).
DPC has begun promoting a new approach,Continuity Planning loosely defined as promoting enterprise growththrough ongoing replenishment for critical roles accessing both internal and external labor market candidates.
The key words in the above are on-going, internal, external and critical!
Essentially our modality has the following steps:
- Identification of Mission Essential roles beyond those traditionally
embodied in a Succession plan(for example Actuaries in and Insurance
Company, Internal Controls in a Finance function)
- Identification of no more than 4 Critical Success factors for theaggressive development of high potential managers
- On-going “rack and stack” of managers for role suitability or ascension….focused initially on the question“are they the best the internal and external marketplace has to offer”
- Identification of external applicant sources inclusive of gathering
competitive intelligence identifying suitable external candidates to
“raid” if needed
- Creation of a Dashboard for quarterly updating regarding role
identification, internal candidate status, and external labor market
opportunities
Discussion Partners perceives the benefits of this approach as having the following key elements:
- Broadening the discussion about internal readiness to encompass a broader dialogue on internal/external marketplace availability
- Ongoing vs. episodic review of leadership alignment with a broader number of roles essential to the enterprise
- Increasing the ability of the organization to be innovative in terms
of role architecture, organization design, phase down of executives,
through a broader definition of work to be accomplished and resources to
accomplish same
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”. 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”
Posted on March 25, 2012 by Thomas Casey, Managing Principal
One pundit stated recently that blogs are “drivel with punctuation”.
As many blogs are written by consultants it is often our sector that struggles with making salient points in a compelling way.
The rule of thumb is to make your points as if they were “sound bytes”.
In the recent past there has been an intersection of Discussion
Partner research with a phenomenon that lends itself to these
iterations.
During a recent survey of over 2000 senior executives regarding level of non-financial planning in advance of retirement:
Over 70% of the executives indicated they have some overall ideas: but lack a concrete plan.
When DPC research indicates an interesting finding we test it with selected clients.
Suffice it to say that the findings were supported by the input from clients replete with anecdotes:
- “One executive did not realize he was retired…he kept coming to work to socialize”
- “An executive told me that the implementation of his plans only took him to 10:30 AM every day”
- “One executive became a serial board member to the point he forgot which meeting he was attending”
- “The concentration on lowering his golf handicap led him to AA”
- “His wife got so sick of feeding him she boycotted the kitchen”
- “Her husband was pleasantly surprised to realize how in shape she could be in post retirement and joined a gym himself”
- “The female executive became much more aware of her husbands fascination with Big Screen TV’s”
When we met with executives whom were still working we identified
three escalating levels of sentiment when dealing with retired
colleagues:
- Poor Guy-I hope he finds something meaningful
- I don’t have time-seeing the guy repeatedly is now a distraction
- Self-Awareness-uttering the words “it could be me”
Now that I have your attention another sound byte from the
research-82% stipulated that if they neared retirement without a
disciplined plan, their engagement level would go down and their
distraction level would go up.
Punctuation aside, the intent of this blog is straightforward,
whether you are the executive or enterprise you should assiduously avoid
the mantra “it could be X”!
Board or Bored?
Posted on March 25, 2012 by Thomas Casey, Managing Principal
As Baby Boomers contemplate retirement there is the inevitable question being contemplated-“what do I do next”?
A recent CNBC segment referred to 2012 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 would spend their time.
Tammy Erickson’s books on Shifting Demographics forcefully remind us
that traditional perspectives regarding retirement are outmoded. In
point of fact Boomers are likely to remain active by engaging in
multiple activities.
A recent Pulse Survey of over 2000 executives conducted by Discussion
Partner Collaborative posed2 questions. “how far evolved are your
retirement plans” and “how will you spend your retirement time”?
The overall answer on preparation was of concern as it indicated that
while there had been some time spent “thinking” there was an absence of
“planning”.
The top 4 answers on “time commitment” were as follows:
- Generate income through part time employment
- Spend time with the family
- Focus on physical well-being primarily by playing golf
- Seek Board opportunities
The focus while clear was not supported by disciplined thinking
regarding the “how” other than playing sufficient “golf” in the pursuit
of lowering ones handicap.
This was particularly true regarding affiliation as a Board member.
The survey participants while clear on what they could offer as a Board
member were less clear as to how to go about securing positions.
The good news is that Boards are valuing the talents of Boomers as an
example the October 2011 edition of HBR suggests the rules are being
broken in respect to the age of Board Members whereas in 1987 only 3%
were age 60, now 30% are 64 or above indicative of both the shifting
demographics and enterprise desire for the preservation of institutional
memory.
However, for those whom have never been a Board member, it is not
analogous to a Field of Dreams “if they know I am available they will
come”!
Based upon our experience we would recommend for both NGO and/or Commercial Board opportunities the following steps:
- Proactive networking with all in your “Rolodex”
- Establishment of relationships with entities which match Board needs with aspirants capabilities
- Explore Social Networking sites on NGO’s with the “assumption” that a need exists for advisory support
- Play a lot of Golf while you are securing the opportunity!
The Contradiction between Aging and Clueless
Posted on March 25, 2012 by Thomas Casey, Managing Principal
As the recession dissipates and the
need for experienced talent resumes, there are two demographic issues
that will need to be addressed.
The Need to Embrace the Contribution of the Older Worker
A recent Wall Street Journal article spoke of the challenges the
legal profession has in maintaining as Partners, those over a certain
age. The article spoke of a Partner who still practices at 79, who was
challenging in court the position of his firm that he was “too old’’ to
fulfill the obligations of being a Partner.
The article went on to speak about his actual productivity (among the
highest billing), scholarship (a regular contributor to Legal Journals
and Opinion pieces), and reputation as a mentor (younger Partners revere
him as a mentor).
So, beyond age… why this dilemma? His legacy firm stipulates that it
was being prudent and needs to have a “mandatory retirement age” to
make way for “younger Partners”.
So in the legal profession, as is the case in other sectors such as
accounting, contribution is not a consideration……the main one is age!
Hmmm
Vitality is not a function of years…..it is preparation, outlook, health, and intellectual curiosity…..
Speaking of which……
The Need to Understand the Mental Model of the Younger Worker
A recent survey at Beloit College of incoming freshman had some
interesting results. When asked for example, “Who was Michelangelo”?
The response was “a computer virus”. I thought this was obtuse until it
was explained to me that in fact there was a computer virus called
Michelangelo.
As a Boomer I thought it would be interesting to create my own quiz
and of course answered my own questions as if I was a Freshman (I Wish!)
- What was The Cold War? One fought in the Arctic
- What was The Long March? The first Marathon
- Who was Beethoven? A Dog who starred in a couple of movies
- What was the Kitchen Debate? An argument my parents had in the Kitchen
- What is the Palmer Method? The swing of an old golfer
- What is a Fountain Pen? A fountain in the shape of a Pen
- What is a Pop art? OK this one would be timeless
So which is more compelling, the answers of the incoming Freshman or
the fact as a Boomer I did not know there were “2 Michelangelo’s”?
And more importantly is this an issue of age, intellect, or exposure?
Reconciliation of the Apparent Contradiction
As I was drafting this blog, I consulted others by Tammy Erickson (www.tammyerickson.com) and my nephew Sean a former Army Captain currently in Grad School in Germany (http://seanmaybeheard.wordpress.com).
In reviewing their writings, the WSJ article, the Beloit study, and
most importantly my pro Sistine Chapel response, I was thinking…..maybe
this “you lose it with age thing has some merit”!
NAAAHHHH!
There are too many aspirations all who work have in common:
- The desire to be respected
- The desire to be recognized
- The desire to be mentored
- The desire to be challenged
- The desire to be provided opportunity regardless of age!
The disconnections we note and laugh about to the point of cohort
mutual mocking, are not a function of age…. there are more accurate
explanations.
Having given this apparent contradiction some recent thought I have concluded it is an issue of understanding and tolerance.
Moreover as we will need the energies of all who wish to work to be
effective whether we speak of societies or enterprises, we had best
table the ridicule and focus on more understanding and tolerance.
You Can Assess Competency From Staring At The Back of An Audience’s Head
Posted on March 25, 2012 by Thomas Casey, Managing Principal
I recently attended a seminar sponsored by a potential alliance
partner for our firm. The objective was to hear their “thought
leader” present their enterprise point of view on “The Implications of
the Aging Workforce on Employee Engagement”.
As is the wont of air travel these days I arrived at the session late
and to avoid being rude or conspicuous I slipped into the back of the
room.
The presenter although polished in style, and aggressive in
expressing “my point of view”, was bereft of any recent data to support
their conclusions.
In point of fact their data would have been more aligned with the times if their attire had been a lime green leisure suit.
As I was sittling in thinking, “well this was a brilliant idea” and
wondering “can I get an earlier return flight”, I had an epiphany.
I realized many in the audience were entranced with the “facts” being
put forward…..they were lacking in context and had no clue that the
data was no longer even useful in the context of a) a global workforce,
b) engagement levels that were declining even before the recession, c)
the challenges of managing a workforce with four cohorts all of which
desire different levels of support from an employer, and d) the emerging
complexities of managing the digital tribes promoted by the emergence
of social media.
How did I know, psychic that I am not, it was the “tell” from
watching people nodding their level of interest and agreement. MANY of
the HR professionals in this particular audience were learning of the
aforementioned human capital challenges for what appeared to be the
first time(look for the nodding of yes and neck leaning forward)
Be reassured that there were those like me who had the glaze of
boredom and were also unobtrusively looking at their watches (look for
the head dropping straight down or to the left to look at the wrist).
The torture ended eventually and insincere as I am I was gracious in
my thanks and compliments…..yet I was struck by a line from Michael
Douglas in the American President (don’t go there), “serious problems
require serious people to create serious solutions”.
Like a lot of Consultants I have been on the platform and candidly
live in dread fear that my audience is in possession of more relevant or
timely data than I therefore making my effort pedestrian. It is the
intellectual curiosity of the audience I rely upon to keep me honest.
My conclusion from this unscientific polling technique is that those
of us in leadership positions, particularly in Human Resources have to
have higher standards for what constitutes “thought leadership”. The
alternative is we will be treated to a steady stream of presentations by
those who really have nothing to contribute in pushing us to address
some very serious issues.
The Lack of Success In Succession Planning
Posted on March 25, 2012 by Thomas Casey, Managing Principal
The most recent edition of the Harvard Business Review was devoted to Talent.
Several data points were contained in the article on CEO Succession
are forcefully aligned with Discussion Partner Collaborative client
experience:
- The median tenure of a Fortune 500 CEO is now 3.5 years
- 50% of Fortune 500 Board Members are dissatisfied with the their companies Succession Planning process
- Succession Planning is an insular process usually achieving a level of “seriousness” approximately 18 months before transition
The above focuses on CEO’s….one can speculate without likelihood of
contradiction that the comprehensiveness of the process is even more
deficient below the level of CEO.
Recently a client called and said “can you come to Florida I think I have a problem”?
This executive had recently assumed their role as Director of
Strategy for a very large organization and as part of their on boarding
had reviewed the organizations Succession Plan. He was struck, as was I
when I reviewed the oppressively large document that every key
executive and/or those in critical roles were planning on retiring at
65!
The good news was that the enterprise had an approach….as research
would indicate that only about 36% of companies actually create a
Succession Plan.
The bad news was that it was mathematically driven not only by the
anticipated retirement age: but also determination of readiness based
upon Performance and Competency “scores”.
This awareness led us to ask an important question….has anyone asked the executive about their retirement plans?
The answer was “no, not as part of this process”?
My colleagues and I were asked to do some interviews with key
executives and incumbents in essential positions, and we learned the
following:
Age 65 is arbitrary….some folks were planning on leaving sooner, some later based on circumstances
- They were reluctant to be specific as to retirement age as a) they
did not want to be a “lame duck” and/or b) “what happens if I change my
mind”
- Their ideas as to position replenishment were filled with words such
as “maybe this person”, “I think they are the most likely”, or most
frequently articulated “we will have to go outside to find the
replacement”
- All executives were open to phasing down over a period of
years…..and extending their tenure with the organization in the current
or alternative capacity
- Most had a Financial Plan yet seemed to be a little vague on the details
- Few had a clear idea as to their life plan beyond a) playing golf,
b) spending time with the family, c) sitting on Boards, d) traveling, e)
getting involved with Church or Charity
- Most felt unprepared and desirous of the enterprise to assist more in the Life Planning
Our conclusion with this company, and later otherclients was although
there was a “plan” its usefulness as an accurate characterization of
options and opportunities was suspect.
There were additional observations on the above client which were borne out in subsequent assignments with other companies.
The existing Life Planning resources that can be accessed are
somewhat limited first and foremost as they are offered as an employee
benefit vs. integrated with the enterprise Succession Plan.
- For the most part Vendor services are Outplacement methodologies
reverse engineered for potential retirees. Although not a condemnation
of the approaches our research has found that the more seasoned or
specialized the executive they feel the effort is an attempt to put them
out to pasture and in some cases appears premature
- The other modality of Life Coach using a military metaphor is
similar to the Army slogan, “isbe all you can be”. Or back in the 80’s
“what color is my parachute”. Extending the military metaphor to
executive sentimentthere is more concern that the parachute opens than
its color.
- Executives want to plan their “life” like they would their business
endeavors with options, risk assessments, tactics, and success metrics
Augmentation of Lessons Learned
Based upon our involvement with the above client and later others,
Discussion Partner Collaborative expanded our Leadership Effectiveness
and Human Capital Strategy advisory to work on a service we refer to as
Enterprise Transitions.
Through our subsidiary Next Generation Advisory Services
LLC which focuses on Enterprise Sustainability we have derived the
following principles reinforced by the research by Tammy Erickson and
Bob Morrison in their HBR article, It is Time to Retire Retirement:
- Succession Planning cannot be realistic unless those whom are deemed
“inclusions” (executives and those in key roles) are consulted in
respect to their contemplated retirement timing “without prejudice”.
- A foundational element for Executives is the efficacy of their Financial Planning….has sufficiency been ascertained
- Life Planning support is highly desired and appreciated by this
constituency provided the service is delivered well in advance of
retirement and executed in “business” terms
- The principle of flexibility is a Succession Planning “must have” to
maximize leverage and create the most options for the enterprise,
executive, and potential replacements
The biggest obstacle we have found to date is the reluctance of the
enterprise to redefine work to embed flexibility. The strongest example
is the willingness to incorporate gradual phase down into career stage
management.
One case in point is a CFO where the a) Succession Plan had them
leaving at 65 with no “ready now” replacement on the depth chart, b)
the incumbents unexpressed desire was to leave at 63, BUT c)
she would be willing to stay until 67 provided she could phase down to
50% of time during the four year period.
In this case we were told by HR that the CEO and Board would never
agree to a Phase down yet when we met with the CEO and ventured the
company would have the services of the CFO for an additional 4 years and
have a more likely successor, they were all for it.
Given the fastest growing segment of the domestic workforce is over
the age of 55 it is incumbent upon all of us to challenge our
assumptions regarding the nature of work to be done, time spent doing it
and by who…..
Our position is that without this point of view Succession Plans will
be more fictional than a powerful leadership effectiveness tool.
The principle of Retiring Retirement as espoused by Erickson and
Morrison has to be a key Workforce Planning strategy moving forward.
The Challenges of Human Asset Un-Sustainability
Posted on March 25, 2012 by Thomas Casey, Managing Principal
As Executives who are focused on Enterprise Growth and Differentiated Sustainability, ask yourself the following questions:
- How can the Enterprise replenish its leadership population if it’s Succession Plan is based upon incorrect assumptions?
- How can an Enterprise exploit the talents of, and secure the
institutional memory from, Boomers if Human Capital programs are not
tailored to balance their unique situations in the context strategic
intents?
- How can an executive maximize their contribution if as they approach
retirement they are distracted by the reality that they are bereft of a
comprehensive a personal non-financial Transition plan?
The exercise is likely to promote, appropriately, significant concerns?
The two most recent editions of the Harvard
Business Review are wake up calls for managers in respect to the
emerging challenges in addressing the aspirations of the Baby Boomer age
“cohort”.
Several data points contained in the articles are
consistent with recent Discussion Partner Collaborative research and
client experience:
- 50% of Fortune 500 Board Members are dissatisfied with the their companies Succession Planning process
- Succession Planning is an insular process usually achieving a level of “seriousness” approximately 18 months before transition
- The rules are being broken in respect to the age of Board Members
whereas in 1987 only 3% were age 60, now 30% are 64 or above indicative
of both the shifting demographics and enterprise desire for the
preservation of institutional memory
- The median tenure of a Fortune 500 CEO is 3.5 years some roles such
as CIO’s even less reinforcing the need for disciplined Succession
Planning scenario’s
As reinforcement, DPC research conducted in the
Third Quarter of 2011 encompassing 150 Global CEO’s and over 2,000
Executives over the age of 55 concluded the following:
- Succession Plans, if they exist at all assume, without executive consultation, that all will retire at age 65!
- The reality is that Executives have a “range” from “62 to I don’t know but later than 65”
- Over 90% of the Executives in our study would prefer to have a
gradual “phase down in time commitment” beginning at age 62 and ending
at 66
- Over 80% of the Executives indicated that the existing Human Capital practices did not allow for a “phase down”
- Over 50% of CEO’s stated that they would embrace a phase down
strategy if “I could keep a key Executive longer” while an additional 9%
stated…..”not sure but should be explored”
- Over 70% of Executives stipulated that the comprehensiveness of
their Transition Planning was predominantly if not exclusively
Financial
Research Conclusions
Our research, led us to a working hypothesis focused
on the integration of Enterprise and Human Asset Sustainability. We
refer to as Human Asset Sustainability.
Our Conclusions are that to be achieved, Human Asset Sustainability, must embody the following Principles:
- Succession Planning cannot be realistic unless those whom are deemed
“inclusions” (executives and those in key roles) are consulted in
respect to their contemplated retirement timing “without prejudice”, in
other words they can change their minds
- The principle of flexibility is a Succession Planning “must have” to
maximize leverage and create the most options for the enterprise,
executive, and potential replacements
- Human Capital processes must embrace the concept of Phase Down and
other manifestations of flexibility to optimize Human Asset
Sustainability
- There is a disciplined approach for Institutional Memory
preservation leveraging the stated desire of Generation X and Millenials
to be mentored by Boomers therefore becoming the repository of their
knowledge
- Transition planning support is highly desired and
should be provided to key executives and those in critical roles
beginning at age 58…..provided the above Principles are embraced!
There is no question that those of us in the Human
Capital domain whether we are researchers, consultants, or practitioners
need to challenge our assumptions and be more innovative if we are to
influence vs. be influenced by, the rapidly shifting demographics.
We see four major assumptions that require a “re-think”.
- There is a “set age” when people plan to retire
- Organizations to be effective require full time commitment
- Executives have a well thought out Transition plan
- Human Capital programs currently possess the flexibility to meet the challenges of the Baby Boomer age cohort
The truth that is self-evident is that Enterprise
Sustainability will be disenfranchised if Human Asset Sustainability is
not an embedded strategic priority.
The New Year “New” Resolution for 2012
Posted on March 25, 2012 by Thomas Casey, Managing Principal
As we all recover from a holiday weekend and bemoan the excesses of
extreme socialization, the thoughts of many now are focusing on the “New
Year”.
A tradition many executives have is to make their “resolution list”.
The promises they make to themselves to be adhered to “absolutely”.
I was with a CEO recently who was showing me his list. I noted that
it was dated 1999 and with multiple write over…when the obvious question
was asked, the response was “still haven’t finished”.
As the intensity of the global recession recedes, and a collective
cautious breath is taken in the hopes that the worst may be over, DPC
thought it would be helpful to do a quick “Pulse Survey” of CEO’s
regarding their commercial resolutions for 2012.
We had over 20 responses and there are emerging trends the top 5 of which are herein listed.
- Understand Social Media-Many CEO’s acknowledge they do not
understand nor appreciate this phenomenon. This lack of awareness
prompted expressions ranging from, “it makes me feel out of touch” to
“old”
- Increase External Awareness-Many CEO’s have felt that during the
recession they were “too heads down”, and “unaware of what’s new”. One
CEO stated regarding external trends “unless it was on CNBC I missed
it”. The desire to end the information hibernation was expressed
- Global Mindset-The refrain communicated most was “It is hard to keep
track of the dynamics”. There were specific references to the Euro
crisis by domestic CEO’s and the “political crisis” in the US by rest of
world executives. The objective of those sampled was to “understand
better” to be “less reactive”
- Accountability-CEO’s indicated that “shared accountability” has
suffered during the recession due to “competitiveness” and “paranoia”.
One CEO stated the desire “I want to put a stop to the mentality of “for
someone to win, someone has to lose”
- Pace-This observation was DPC’s biggest surprise. The focus on
pace of life and work, and the desire for more balance were credited to
the “new worker”. “They have the right idea”! A number of CEO’s
communicated that the need for enterprise flexibility in dealing with
Succession and Continuity Planning is “high on the list”
Our expectation is that the 2012 list will not be the 2022 list!
The above list is symptomatic of the reflection we have seen in our
clients during the year promoting the mentality of “not only do I need
to do things well, I need to think about life beyond my office” as well
as “a different way of working inside”.
On behalf of Discussion Partner Collaborative and our Affiliates, our best wishes for a prosperous 2012!
The Emerging Role in Human Capital
Posted on April
15,
2011 by Thomas Casey, Managing Principal
During our research for the book Talent Readiness-The Future is Now,
our findings indicated that those in the CSuite want to see a
fundamental change in how the most senior leaders are developed at the
enterprise level.
What became abundantly clear during our research was that the current
model for the HR function where Talent Management is at least 2 if not 3
levels down from the CSuite and with enterprise wide role architecture
is suboptimal.
This has led the Discussion Partner consultants to the conclusion
that the current organization model in Human Resources impairs
innovation, accountability, and sustainability for Leadership
Effectiveness at the highest level of an organization.
To have a dedicated HR function for the most senior levels of an
organization is not new. General Electric and many other organizations
have dedicated resources for the “Top 200”. Essentially this approach
focuses mostly on the high potentials possibly to the exclusion of B
players, in critical roles or assigned mission essential projects.
Our point of view is there needs to be a more generous interpretation
of this effort, one that requires a new title, reporting relationship,
role architecture, and competency.
Our model for consideration aligns in the following way.
Title |
Chief Leadership Effectiveness Officer (CLEO) |
Reporting Relationship(s) |
- Direct Line-Board of Directors
- Dotted Line-CEO
|
Role Architecture |
- Succession Planning Top 3 Levels
- Recruitment/Replenishment Top 3 Levels
- Development Strategy Top 3 Levels
- Executive Compensation Strategy and Administration Top 3 Levels
- Workforce/Continuity Planning Enterprise Wide
- Thought Leadership Facilitated Access-Board, CEO and CEO Direct
Reports(facilitate access to thought leaders for education/edification
purposes
|
Desired Competencies |
1. Strategic Planning Expertise2. Executive Coaching/Facilitation Experience
3. Leadership Assessment Orientation(not necessarily Practitioner)
4. Working Knowledge of Executive Compensation Strategy and Programs
5. Thought Leadership Credentials(writing, academia, other) |
One could reasonable assert the following two viewpoints:
- These Positions Exist in HR Already-True….but our point of view as to focus the importance of this effort it should be out of HR for practical reasons
- The credentials of this role exist: but among various
incumbents-True again….but our point is that having this body of
expertise and outlook resident in one senior position optimizes
effectiveness
The hypothesis of the Discussion Partner consultancy is the time to
debate the upgrading of heretofore sub processes into one role is
timely.
|