by D. Kevin Berchelmann | Jul 9, 2009 | Executive Improvement, Kevin Berchelmann
California can’t pay its bills. It’s begun issuing IOUs to companies who have provided products and services, and to individuals due refunds and payments.
Everyone repeat after me: You’ve got to be kidding me…!
How does this happen, you ask? The same way every organizational failure occurs: Ineffective, incompetent, or dysfunctional leadership.
You hear crap like “real estate values,” and “proposition 13,” and “unemployment is high…” It’s all subterfuge. Smoke and mirrors at its very best.
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by D. Kevin Berchelmann | Jun 14, 2009 | Brazen Leader, Executive Improvement, Human Resources, Miscellaneous Business Topics
Who’s on First??
Abbot & Costello (if you must ask, then ‘never mind’) had this brilliant baseball comedy skit where it was difficult – if not impossible – for Abbot to actually determine which player was at which position.
This should not be a natural lead-in for succession planning today; alas, it’s the perfect entré.
We simply must determine, in advance, “Who’s on first.” We have to know – at a minimum – who is capable of assuming our significant (“Key”) leadership roles. Real people, with names and plans behind them.
The Philadelphia-based Hay Group surveyed their “150 Most Admired Companies,” and discovered that almost 80% of these firms’ Boards have a preference for internal CEO candidates. 80 percent!
These companies (and their Boards) recognize two things:
1. Selecting replacements for key positions is one of the most critical tasks of board or senior leadership, and
2. That when done correctly, companies can better create succession replacements from within, instead of hiring from the outside.
And, unlike a previous blog post that describes settling for “the pick of the litter,” these companies purposefully develop their internal talent to be prepared when “called up.” They don’t simply settle for “best available.”
Want a specific take-away action? Ok, how’s this for a 2-parter:
Part 1:
Identify, via a logical, involved process, those positions (not people) that are or will be essential (“Key”) to the future success of the organization.
Part 2:
Meet, discuss and name — by NAME — the likely successors to those roles at least twice per year.
Even better, determine the skill gaps that still exist and create a plan to make sure your “chosen ones” are headed down the path for preparedness.
Then execute, execute, execute.
by D. Kevin Berchelmann | May 28, 2009 | Executive Improvement, Kevin Berchelmann
I mentioned in my last post how we in leadership would be better off if, after setting them up to succeed, we then let employees “do their job.”
Seems this article about Marvin Ellison at Home Depot agrees with that sentiment. (I love being vindicated by others…!)
“Leadership as a Human Buffer…” HD’s Ellison says to senior managers: “Leave ’em alone and let them do their job.” “If you have issues, take ’em up with me.” (more…)
by D. Kevin Berchelmann | May 13, 2009 | Executive Improvement, Kevin Berchelmann
Anytime a man (and I ‘are’ one) attempts to discuss the challenges faced by women in leadership, it’s a risky proposition.
What the hell… I’ve never been much for dancing around an issue, and this one presents a legitimate question:
To achieve professional success, must women learn — and get better at — networking “like a man,” or should a woman’s approach differ significantly solely because she’s a women? (more…)
by D. Kevin Berchelmann | May 1, 2009 | Executive Improvement, Kevin Berchelmann
Short answer, yes, I believe he can.
Here’s the deal: yesterday, Chrysler filed the papers to enter Chapter 11 protection under the U.S. Bankruptcy code. President Obama believes we can fast-track them in less than 60 days… I doubt that, but we’ll see. If it were that simple, creditors would have agreed to a non-bankruptcy settlement(s).
Today/tomorrow should yield the judge’s “first day orders,’ which allow the company to continue operating. Essential since operations must continue — with some gusto — for a company to successfully emerge from bankruptcy protection.
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by D. Kevin Berchelmann | Apr 17, 2009 | Executive Improvement, Kevin Berchelmann
Years ago, I worked for a USAF Colonel named Scott Atkins. He would tell me frequently that, “If 25% of your decisions aren’t wrong, you simply aren’t making enough decisions.”
Action — well thought, purposeful action — must always be rewarded over inaction.
Regarding action and failure, I always remember a couple of things:
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