Category Archives: Uncategorized

On the McKinsey leadership model for women

This summer in Silicon Valley saw a lot of conversation about the quality of visibility women now enjoy here.

While many women and the companies they lead or help to manage work invisibly to produce — and thus contribute to the community at large — they do so without calling attention to their gender.  Some prefer it that way and mark it as a sign that women are finally integrating seamlessly into management ranks.  I tend to be one of these people, and most of the women I respect are.

Then we have the segment of women at work who want to flex muscle in the limelight.  This ranges from provocative dress to provocative behavior.  On the way to workplace equality, they have taken a detour.  In the worst misplaced person scenarios, they get used by the folks I call the master bloggers.  These are the boys who have achieved some success and even more of a following — thanks mainly to what I believe is their desire to act out and outrageously, validating the geek myth of socially inept males finally getting some attention.  We are patiently waiting for this to get old.

Meanwhile, THE MCKINSEY QUARTERLY featured an article on how talented women thrive in business, based on research the consulting firm just completed.  As I read the article, it struck me that the leadership model McKinsey articulates — based upon interviewing women in leadership positions — is something every organization should consider for their executive teams. It's also something every person should consider as he or she shapes a career.

McKinsey calls it "centered leadership" and identifies five dimensions:  meaning, managing energy, positive framing, connecting and engaging.

Of great interest, too, are what McKinsey calls the pre-conditions for success of the centered leadership model:  intelligence, tolerance for change, desire to lead and communication skills.

What's significant for women here?  As we have injected gender balance into management ranks, we also have delivered a more useful, productive approach to leading people.  We are adding depth.  This is not just about the female perspective — this is about adding value via skills developed in the background, out of the limelight, from time served in the ranks and lessons learned through sharp powers of observation.

The McKinsey centered leadership model is something we in Silicon Valley must study as we build our companies from the ground up.  Startups and small businesses everywhere have more leverage than ever to improve the model for running companies.  I hope Silicon Valley will become headquarters for centered leadership.  And Ground Zero for responsible communication via the social media invented here. 

From a free market capitalist who is a market positioning veteran: Market reasons to curb executive compensation

The salaries, compensation packages and parachutes negotiated by today's corporate executive teams — especially in the financial services industry — have been appalling, repugnant, avaricious, arrogant and rapacious for years.  Now we know, with terrifying certainty, that they do very little to sustain a company's success or stave off failure. 

Here are the image and marketing issues executive teams and boards should consider while we await the terms of the taxpayer bailout of Wall Street.

  • Exorbitant packages contribute to an unnecessarily high cash burn rate — whether or not your company is hugely successful, it could be even more successful without the burden of executive over-payment.
  • The extra people you could employ and programs you could deploy with that excess cash you get could mean the difference between your products' mediocrity and excellence.
  • They reward reputation and networks at the expense of current, ongoing performance, especially when your parachutes remain unaffected by lackluster or disastrous results.  Without punishment for abject failure, there's no incentive to succeed.
  • They distract stakeholders — regulators, analysts, media, shareholders, customers, employees — from what you really want them to see about your companies' performance and sustainability.
  • They are a MAJOR public relations sinkhole. They invite your stakeholders to ignore your finer qualities and talents.  They invite your detractors to feast on your carcass.
  • The day of exorbitant packages is over, anyway.  You will look like a prince or princess if you lead the way and promote responsibility in the crafting of exec comp at your company. 

CEOs, if you think executive compensation is appropriate across the board, if you think folks like me are wrong, come forward and tell us why.  But if you agree that compensation is out of whack, then show us what you're doing about it. 

Either way, you have a huge opportunity to communicate with the marketplace and generate great good will for your companies and your leadership.  Talk to us.

Players: Constructing and communicating the bailout — tips for the typical executive

I think what we have here is failure to communicate.

Images

Meaning that Mr Bernanke and Mr Paulson are not used to having to explain their rationale nor are they used to being questioned.  Understood.  However, they are doing business with a whole new lender — the American taxpayer — so they need to both accept the fact that they must communicate on the audience's terms and recognize this might require an adjustment.

"Regular" executives face this on a regular basis. 

First, always think about what your audience needs, not just what you want.  For example, if you're getting ready to deliver a speech, the first thing to consider is the audience.  Why is that audience there?  What are the various constituencies in that audience, and what do they want to know or hear from you?  In this situation, it's critical that you deliver a message — built around your perspective and expertise — that either answers a question they have or tells them something they can use.

Second, consult the experts but stick to what you know.  Another example.  This morning, on CNBC, economist Diane Swonk was remarkably unconscious of the general audience for the bailout message when she said that some senators' questions were stupid and defended Secretary Paulson by asserting that he is not used to answering questions.  I'm sure Bernanke and Paulson are walking into this with a sense of duty — which is why, when you're listening to wonks like Swonk, take their perspective for what it's worth.  When you seek the opinions of others in your organization when constructing a message — as you should — make sure to use it to complete your message, not dominate it.  Sometimes you'll get an observation that isn't as inappropriate as what Swonk shared today — but that doesn't mean you shouldn't keep it in perspective, either.  Think for yourself.

Players: Observations on the bailout

This morning, as I work, I listen to the Senate hearings on the bailout, I check Twitter commentary, I look at a few blogs.  Here's what I think We the People must consider when we put the parameters around the $700 billion bailout.

  1. My experience in providing client service to investment banker types — people with investment bank backgrounds — is that they look out for Number One in ways that most of us would never imagine.  Investment bankers do not follow rules, whether we're talking business practices or good manners.  Investment bankers are animalsAs a group, the only thing that keeps them in line is a big stick.  Congress MUST put strict parameters around these guys we are putting in charge of the $700 billion.  And we MUST go after the executive compensation packages
  2. How did we respond to the Enron mess?  By neutering the accounting profession.  That, folks, was a bone that Wall Street and its cronies in Washington threw to the American public.  And it was a predictor that this mess would happen to us.  The destruction of Arthur Andersen was a major sign that these guys are all about finding a scapegoat to take the hit for their own sloppy, self-serving business practices.  Not changing the way they did business — not learning from the Enron debacle — not interested in hearing from those with expertise that they don't have but that is germane to their activities.  Now, we are left with no watchdogs, either in the private sector or the public, to tell us when the cronies have concocted a risk-laden, byzantine set of financial instruments.  It is unconscionable that not one person in a leadership position in industry, government or academia did not look at this maze and tell us what they're telling us now:  that this confluence of financial instruments was not nor ever was sustainable.
  3. The reason I turned on CNBC in the first place this morning was to wait for a segment on a client that was taped three weeks ago.  Instead, my attention, by necessity, had to be diverted to the dirty job of fixing a problem created by an elite few — most of whom have never invented anything or bought and sold anything you could hold in your hands.  Elitists who never had a summer job on a farm or in a factory, who, with their fancy pedigrees, dictate to the rest of us what is success.  This mess is not only something we must clean up, it is sucking the air out of one of the stars of the American way:  real business, based on real relationships and transactions.  Let's get the mess cleaned up and let's make sure it doesn't deplete us or distract us professionally or emotionally.

Email, call, SHOUT at your representatives in Washington.  Yes, we want transparency.  But we want punishment.  Consequences for bad actions, whether they were intentional or not.  Do we let people off a murder charge just because they didn't intend to do it?  No.  The deviant brains who mixed this cocktail of financial instruments need to go to Man Jail.  Their property confiscated.  Their cash appropriated to the bailout.  I want heads to roll.

Good social media blogs

Trying to keep up with how to use social media to market your company can be a job in itself.  Here are some people who make it easier for you.

Hubspot

Social Media Today

Chris Brogan

Andrew Chen

Twitter Handbook