I once took one of those business simulation courses. In it, we were given a computer terminal, an inbox, and a walkie-talkie. Our simulated company, Acme Widget, was said to be in trouble, and the point of the exercise was to evaluate our crisis management skills. There was a team of psychologists who were looking for leadership and other soft skills that might help us do well during a pressure-filled day.
The fellow who had been chosen as simulated CEO of our team was an up-and-coming executive in a Fortune 100 company. He was clearly acting as CEO in the exercise because his company had indicated he had so much potential.
The psychologists asked the “CEO” to give his motivational speech as the simulation began.
The CEO said, “Our job is to grow revenue faster than expense. Now get to work!”
That was it.
Would it surprise you to hear that Acme Widgets did not survive the simulated crisis? The emails flew, the disasters proliferated, and the team fell apart. I thought then, and I still believe, that the CEO’s speech could have made a big difference in how our team performed.
Turnaround & Workouts magazine named your firm one of the top 12 outstanding turnaround management firms in the country, twice. How did you do that?
This award is usually given to firms based on their growth, we stood out with our case work. We are unique from the standpoint that we are very nimble and flexible and can respond quickly to a company’s needs. We think it’s far more important to build a team within the corporation, therefore build value, because unless we do that, once we leave, so do our resources.
Is that unique?
That is in contrast to the major consulting firms that want to put in 10, 20, or 50 people at their rates into a particular company. What we want to do is use the people that are within the company. We want to bring employees to the next level, hire a full permanent management team, and make sure that plans are in place so that the business can continue when we leave.
I’m often asked what makes a great leader; it’s one of the foundational elements of my practice. There are a myriad of agreed-upon traits in the business world that we use to define leadership “greatness” — things like vision, decisiveness, persuasion, communication, and charisma. These are doubtless important and relevant attributes, but as I’ve walked alongside several leaders in pursuit of organizational excellence over the years, I have come to believe that the foremost characteristic in any leader’s arsenal is courage.
Courage is defined as ‘the ability to confront fear, pain, danger, uncertainty, or intimidation.’
There is a corrosion character in our society. The post World War II ethic of loyalty, honesty and commitment has long disappeared. While the current goal-centered individualism has contributed significantly to our entrepreneurial environment, one that is more creative and interesting, it has resulted in significant social and economic instability. Are loyalty, security and ethics casualties of our times?
The news continues to be replete with examples, including our governing Congress that has lost all sense of civility.
In 1835, Alexis de Tocqueville commented that the love of wealth is the motivation for all Americans. This need to accumulate took on more significance and covered more segments of our society as our economy grew. He also suggested that we are better at spending than other peoples. As a result, our greed seems to have undermined the concern for others’ human condition. It is important to note that greed and ambition are vastly different. Without boundaries, greed often infects beyond an individual to poison the entire body upon which an institution is built.