Monthly Archives: January 2018

It’s the Fresh Perspective that Often Wins

“What Makes a CEO ‘Exceptional’”, an article published last April in McKinsey Quarterly caught my attention as I constantly want to help the CEOs achieve more. It focuses is on what differentiated the top 5% of CEO performers among a group of 600 CEOs at S&P 500 companies between 2004 and 2014. These leaders had to guide companies through unusual circumstances, including bankruptcy proceedings and returning successful to the public markets.

The study discovered that CEOs hired externally tend to pull more strategic levers than leaders promoted from inside. Within their first years of tenure they are:

  • More likely to conduct a strategic review and initiate a cost-reduction program
  • Less likely to engage in:
    • Organizational redesign
    • Business/product launch
    • Management reshuffle

Why? These leaders may have been hired to bring fresh perspectives about marketing to the customers. They are less sensitive to “sacred cows” and “internal cultural politics”, which may restrict the vision and efforts of leaders promoted from inside. At the same time, they may not want to overload the company with changes, so they focus first on strategic shifts and then use first-hand experience with staff before making structural changes to support them. In contrast, many of the leaders promoted from within the company may have been chosen to do what they did – continue the trajectory of existing strategy and culture. (It would be interesting to see how internally promoted leader who has radically promoted new ideas compare to these other two groups.)

Thus, the issue for the Board of Directors when choosing CEOs and other senior leaders is whether they have a clear understanding of what changes are needed, now. In a VUCA world (Volatility, Uncertainty, Complexity and Ambiguity), with technological, demographic and global power changes that may require new conceptual frameworks (e.g., a “Blue Ocean Shift), it’s the fresh perspective that apparently wins.  Moving around the furniture on the Titanic only makes sense when you understand where you should be headed.

Organizations should hold annual Strategic Leadership Advances (SLAs) to challenge themselves on what’s needed for success in the coming year. (We don’t call them “Management Retreats” because leaders must always move forward.) Using outside facilitators to inspire fresh thinking and observe the current leadership culture makes lots of sense, if you’re seeking an exceptional result!

What are you doing to make sure that your top leaders have the fresh perspective and wind-behind-their sales to support improvements in the coming year?  Share with us!

Four Elements of a Successful Leader Development Program

At the end of last year, I reflected on how to improve the leader development services that I  provide to CEOs through Vistage Worldwide’s multi-service ecosystem (e.g., Peer Advisory Boards and Vistage Inside for executive teams, which provides), a statement in a McKinsey article (“What’s Missing in Leadership Development?” by Feser, Nielsen and Renni); August 2017) caught my attention. “There is overwhelming evidence that the plethora of services, books, articles, seminars, conferences… a global industry estimated to be worth more than $50 Billion – are delivering disappointing results….just 10 percent said their leadership development initiatives have a clear business impact.”

The authors concluded that four sets of intervention appear to matter most:

  • Contextualizing the program based on the organization’s position and strategy
  • Ensuring reach across the organization
  • Designing the program for the transfer of learning
  • Using systems reinforcement to lock in change.

Each year, I review the results of last year’s program with clients as we forge next year’s strategic goals. Are sales and profits increasing – and why or why not? Are human and capital resources being maximized, and if not what’s necessary? How is the market – changes in customers’ needs and competition – impacting on the company? Do we have a clear and executable strategy for the next year, with KPIs measuring the effectiveness of execution? What else needs to change? Are we becoming a Continuous Improvement Learning Organization (CILO)?

Apparently, our leader development programs are working. As a result of regular monthly meetings to review progress, improve through executive coaching, fresh perspectives and adoption of new tools shared by Vistage experts and CEO peers, 24/7 access to a Chair/coach and our focus on becoming a CILO, is enabling our leaders and their organizations to achieve new heights: one member’s company has quadrupled in sales and profits during the five years we’ve been working together.

Whatever leader development system you use, heed the advice of these authors, as we are.

For more information about Vistage’s potential help you and your team have a super year in 2018, feel free to contact me!  Remember, Vistage’s 21,000 leaders are in 20 countries, served by over 600 Chair/facilitators; so I can refer you to another local Chair if you’re not in NYC!

Habits of Excellent Presenters

Reading Brendon Burchard’s most recent book, High Performance Habits, made me think about the habits developed by excellent presenters. For over two decades, we’ve served over 5000 clients who’ve presented on investment, fund-raising, marketing, sales, management and other issues. More recently, we focus on senior executives whose presentations are focused on closing large and important deals for companies involved with M&A, VC, Private Equity, etc.

Based on this experience, we see that excellent presenters develop the following five habits:

  • Competence: they immerse themselves in the material so they can build a Compelling Message. They know that “data dumps” and “long-winded wordiness” are distractions; short phrases, not full sentences, are presented; graphs, not tables full of numbers. They recognize that persuasive arguments are based on the right balance of logic and emotions.
  • Proactively Responsive: Meet the audience’s needs: When it comes to building a case, they do the necessary homework to understand the audience’s perspective: what’s their past experience on this topic? What are their current concerns (e.g., more logic or emotion)? Who else helps them make the decision? How will the setting affect their ability to process the information? Is the information succinct enough to get attention (from people whose attention spans often are limited) and have the desired impact?
  • Being Authentic: They immerse themselves in the material so they are presenting from a position of aligned values and self-confidence of the material. Demonstrate your sense of curiosity in learning the material and formatting the presentation for presentation excellence. Facilitate the audience’s development of trust in you.
  • Sharing: The goal isn’t to present “to” an audience, but to be part of a “community” in which they use their competence to share a story with the audience. The “field” includes presenter, audience, setting, context, message and possibility of a future relationship. They welcome questions, because it demonstrates that a relationship has been forged between the parties and enables the presenter to further demonstrate her/his expertise.
  • Practice: They recognize that everyone is nervous about presenting, with the only real question being how to channel it? By practicing the art of persuasive communication they harness nervous energy to make the presentation exciting, as opposed to allowing it to become a barrier between them and the audience. Handling pace, tone, body language, etc. are key to the transfer of enthusiasm – which is the ultimate goal of a presentation.

Are you an excellent presenter? Have you had the pleasure of listening to one or more? What additional habits would you include?  Please share.

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