Situation: A CEO has a staffing issue. The company has four product areas but only three strong leads. There are no back-ups for these leads. The CEO feels that the company can’t afford full-time back-ups and is concerned that the presence of back-ups may threaten the leads. How do you create an effective staff back-up system?
Advice from the CEOs:
There are two problems, not one.
The leads may not be great managers and may not even like managerial responsibility.
The company has one administrator with support from the leads.
The company’s vulnerability is having an effective lead leave and taking their key core team members with them. This would create a significant hole in the company’s offering.
Change the structure – put manager administrators at top and let the leads do what they love to do. Fit the jobs of the leads to their skills and talents.
Hire the best #2s that can be found to back up the effective leads. Replace the less effective lead with a new lead.
Replace current team members who aren’t as good with new staff. This will provide the funding for the new people.
Then separate managers from architects in terms of role. This does not mean a change of compensation, or necessarily even titles. It means aligning roles with talents. It will also mean that individuals will be happier in their roles and will be less likely to leave.
Don’t do this all at once, but in gradual stages to avoid panic and allow individuals the time to adapt to their new roles. Act as a coach adjusting the whole team to a new playbook.
Consider adjusting the compensation structure to retain the key leads.
Situation: A US-based company is in the process of merging with a foreign company. The US company has multiple locations across the US, and there are cultural differences between these locations. The CEO has worked diligently to mitigate these differences. The foreign merger presents new challenges. How do you maintain company culture in a merger?
Advice from the CEOs:
Between some of the US locations, there has been a “we make money, but you spend money” perception. How did the company get past this?
The company adjusted metrics to demonstrate the contribution of each division to short and long-term profitability.
This information was communicated selectively to key opinion leaders within the company.
Use the lessons from this experience to plan post-merger communications and protocols that will contribute to team integration post-merger and improve the chances of merger success.
Focus on the common vision and interdependency of the teams. This accommodates differences in culture and encourages teams to appreciate each other’s contribution. Use the same technique during the merger.
Have lunch with CEOs of other companies that have been bought by foreign firms. Learn how they adapted to the new reality. Ask what worked or didn’t work. Seek specific details of solutions that were developed that could be applicable to the planned merger.
Become better educated on business culture in the country of the company with which you will merge. Seek experts who can give seminars to company employees on what to expect and how to work most effectively with workers and executives of the foreign company.
Situation: Historically the management of a company has been family and a few long-term managers who’ve grown with the company. Some of these managers have reached their limit. Over the last couple of years, the company has added new, high capacity management. Who do they do with existing managers who can’t keep up? How do you facilitate management change?
Advice from the CEOs:
This is why packages exist. Employees, even key managers are not forever. As a company grows both its needs and culture must grow. There comes the time in the life and growth of most every company when certain managers are unable to accommodate this growth or adapt to the changing culture. You may well find that these managers are not very happy and no longer feel at home. Whatever the case, it is better that they move on.
Who creates the package?
You or your HR manager come up with the outline.
Get professional advice if you have none in-house.
Is there a moral issue – our commitment to our employees?
If an individual is demotivated, they are not contributing – this solves the moral issue.
If the individual is terminated amicably this can be for the best – for both parties.
How do you ease the pain of separation, both for the individual and the company?
Packages can be adapted to the situation.
Take the example of a manager who has made important contributions in the past, and who has good relations with others in the company, but doesn’t have the skills to adapt to the next level. Include a generous term of job search assistance. If the separation is amicable, offer them space, computer and a telephone to facilitate their job search. This can ease the separation.
Situation: A company finds that new opportunities are coming in more slowly than they had planned. They have work now, but no confidence that this will continue long term. This is frustrating because they are in the middle of a transition in their business model. How do you create clarity about the future?
Advice from the CEOs:
There is a lot of uncertainty in the business world. Low oil prices are depressing investment in the energy sector. Global political and economic uncertainty are not conducive to bold expansion plans. This uncertainty may last for some time. Companies have to adapt.
A mapping solution is a used by some companies use to create clarity between alternatives:
Start with box representing where you are now.
Draw boxes representing each of the alternatives that you are considering.
Map the paths that will get from where you are now to each alternative. Draw them out, including what you have to accomplish and what resources you have or must acquire to get to each.
Do a SWOT analysis (strengths, weaknesses, opportunities, threats) for each alternative.
This will help you to think through each of the options and identify the benefits and pitfalls of each.
This is a great exercise to do with your management team, as others will add their own perspective and insights.
Tools: use Post-it notes – either easel pads or larger (5” x 8”) Post-it notes. Put these on the wall, and start sketching out your ideas with boxes and paths. Revisit the charts for at least a few minutes a day for the next 3-5 days. You will be amazed at both the number of new options you generate and how the obvious options rise to the top.
This is much easier and more productive than it may sound. Don’t fear the process.
Situation: A company’s CEO came from sales where she excelled in building relationships with important customers. As CEO she must adapt to new responsibilities. This seems to be working, but she misses her sales role as the face of the company to customers. She wonders whether this is normal. How do you adapt from sales to CEO?
Advice from the CEOs:
First, congratulations on your new role and responsibilities. It is clear that your Board saw your potential and has rewarded you with a new opportunity. You have a lot to feel good about.
Second, adapting to new roles is a necessary pain of personal growth. The company needs a different you now. Everyone in the room has gone through the same emotional trauma – and survived! You will, too, in your own way.
In your sales role self validation came from your ability to convert customers, satisfy their needs and solve their problems. As CEO, self validation must now come from managing, coaching and motivating others, not from doing the job yourself. Your new customers are internal as well as external. Many of the techniques that worked in sales can work in your new role. Look for potential wins and take pride in these just as you did in sales.
You are still the face of the company, but now in a bigger role. Enjoy this and leverage it for the benefit of the company. Take pride in team wins just as you did previously in personal wins.
You will never find someone just like you or who does the job the way that you would! Accept this, accept that others will add value different from your own, and that this has benefits. The more you can help others win the more success you will experience.
Situation: A company is ramping back up following a two-year slowdown. During the slowdown employees were on reduced weeks versus historic 50+ hour weeks. When polled about resuming historic hours, several say that they say they don’t want to work more than 45 hours per week. What are best practices for ramping back up following a prolonged slowdown?
Advice from the CEOs:
Communication is critical, particularly during times of change. Make sure that you clearly communicate the new situation, any change in direction that accompanies this, the need to readapt to the former schedule, and the benefits to the company and employees in terms of ongoing opportunity and employment.
If resumption of normal business includes any change in direction, add metrics and objectives that compliment the new direction. To ease the assumption of new roles and responsibilities, provide process check lists.
Provide more deadlines, and complement this with increased recognition and rewards. Rewards do not necessarily mean money, particularly if your employees are knowledge workers who have to exercise critical judgment in their work.
Make sure that you are providing any training that employees need to move into new roles. Schedule training days on Fridays – but let those involved know that they are expected to get their regular week’s work done by Thursday evening.
During future slow periods, instead of cutting back hours for everyone, offer unpaid vacation to employee volunteers and keep everyone else working at normal capacity. This avoids forcing them to become accustomed to shorter hours at reduced pay.
Key Words: Slowdown, Resume, Work Hours, Adapt, Communication, Delegation, Change, Direction, Metrics, Objectives, Rewards, Training
Situation: Few economists predict a robust recovery. We know from past recessions that in a slow recovery some companies will fail while others rise to the top. What are the three qualities of the companies that will thrive and become the companies of the future?
Advice from Philippe Courtot:
Companies of the future will have three qualities. The first is a keen sense of who your customers are – what characterizes them and their buying and use decisions. You need to see yourself through their eyes. This will give you the ability to shift more easily as their needs shift. Making this shift is easier for a service company than for a manufacturing company because the infrastructure of a service company is more flexible.
Second is an intense focus on operational excellence. Everything is measured with the objective of obtaining the highest levels of productivity as well as the opportunity for ongoing learning and improvement. The companies of the future will have superior systems for gathering and tracking performance data, as well as cultures which allow them to learn from what they track.
Third is a culture of continuous innovation. The company of the future will be the company disrupting itself. Germany provides a wonderful example because of its culture of excellence in small, family owned companies. You may be surprised to learn that it is these small companies who are the true drivers of German innovation, not the big companies like Daimler or BMW. The small companies follow the three rules outlined here. Their success has been aided by the emphasis in German education on math and engineering which means that there is an ongoing supply of domestic talent to feed these jobs.