Daily Biz Solutions

Guest Post by Best Selling Author Kerry Patterson

Have you ever had to face down a raging executive who was armed with an agenda—his nostrils flared and his ego inflamed? Or how about this: the leader you’re working with eagerly supported the plan you jointly developed, but when the plan hit a bump in the road, she stepped away, leaving you to face the backlash and criticism alone.

Fortunately, there are ways of successfully working with difficult leaders. Following are two useful pieces of advice—along with a few tips for handling each. Read the rest of this entry »

Jackson Hole Group Says These Six Steps Help Situational Leaders Handle Tough Problems

Businesses in nearly every industry are facing tough situations challenges they’ve never before encountered. In times like this, strong leadership is more important than ever. According to Jim Wiggett, founder and president of human capital management company Jackson Hole Group, businesses will need to develop and employ situational leaders for long-term success.

For example, at wireless carrier Sprint Nextel, the new President and CEO Dan Hesse is faced with a major challenge. Late last year, he stepped into the top leadership role of a company that is No. 3 in its industry. The No. 1 and 2 players have a lot of momentum and resources behind them. He’ll have to think and act quickly to get the kind of results he needs—and what the company’s board expects. Wiggett says Hesse might take a lesson from successful situational leaders who have come before him: You can’t do the same thing harder, faster and with more commitment, and then expect a different outcome. You have to change the rules and play a new game.

“He has to come up with something unique,” says Wiggett. “That’s why he’s in the company’s ads right now. The message is partly for the marketplace, but also for the employees. He wants them to know, ‘This is a new day and we’re going to play the game differently.’”

Situational leaders are critical in today’s business world where marketplace dynamics have accelerated from increased competition to the redefinition of distribution channels. When a key moment occurs in an organization or the marketplace, they take advantage of it by recalibrating or changing the paradigm to realize success. They:
• Are multi-dimensional
• Have a demonstrated ability to adapt
• Are inherent collaborators, focusing on “team” and empowering others to make the necessary adjustments
• Are active learners and excellent listeners
• Know how to convince without being abrupt
• Constantly evaluate and shift their business strategy

“In situations where something dramatic has happened, these are the people who are still standing,” says Wiggett. “They’ve figured out a way to play differently and successfully.”

Fortunately, for leaders today—and the organizations they work for—situational leadership can be learned. When Jackson Hole Group enters an organization to coach and advise its leadership team, it first focuses on case studies of other companies to establish a level of comfort. “It’s always a safe learning environment to brainstorm what’s going on with other businesses and what you would do,” says Wiggett. “There’s less risk and inherent emotion. Then, we bring it home to their business, so they can expand their thinking and look at more options. It’s not, how do we get there, but, where do we go from here? It’s about stepping up to create a new vision in response to the situation you are facing. Then, calibrating your key audiences to a new reality.”

For leaders faced with a significant business change, Wiggett suggests these six steps:
1) Step back with your leadership team and objectively analyze your business with a SWOT analysis
1)2) Invite new thinkers into the group to stimulate the discussion
1)3) Frame a new working model or offering
1)4) Create an implementation strategy identifying all impacted audiences, activities or organizational capabilities
1)5) Make necessary adjustments as you test it
1)6) Communicate, communicate, and communicate: Both your employees and external market need to understand the new vision and its implications with clarity, and be “called to action” as a result.

“Situational leadership is the response to an opportunity,” says Wiggett. “It allows you to reinvent your business—if you want to.”

About Jim Wiggett
Jim Wiggett knows about situational leadership. He himself has put it to work in executive roles for companies like Moet Hennessy Louis Vuitton (LVMH), Sephora.com, and Charles Schwab before founding Jackson Hole Group in 2002. In fact, when he first came into Charles Schwab, to head up human resources, he looked at the demographics—a majority of the brokers in their mid-20s—and immediately shifted his communication strategy. The focus moved away from retirement plans to things that would attract and keep these brokers engaged. He communicated who the company was as an employer and its value system. This approach worked when the stock market crashed in 1989 and the company lost a tremendous amount of business overnight. While many of Charles Schwab’s competitors immediately began downsizing, Wiggett and his colleagues did the opposite. They reduced staff by just 5 percent and encouraged those who stayed to continue their education and get licensed in the company’s products and services. They also introduced voluntary cost-savings programs that encouraged employees to take vacations, and sabbaticals and even switch to a four-day workweek. As a result, the company reduced its operating expenses by $6 million in just nine months, and when the market turned around, it was positioned to capture more market share while its competitors scrambled to rehire brokers.
About Jackson Hole Group

Based in San Francisco, CA, Jackson Hole Group is a leader in human capital management. It coaches and advises these leadersexecutives to higher levels of performance through practice areas that include Executive Effectiveness, Organizational Transitions and Strategic HR Solutions—positioning them to solve their toughest people and organizational problems and achieve desired, sustainable business outcomes. Jackson Hole Group can be reached at (415) 546-2200 or online at www.jacksonholegroup.com.

Jackson Hole Group Says the Key to This Exec’s Success Is Understanding the Role and Getting the Team to Take Ownership

Companies of all sizes and industries are no longer taking chances when it comes to replacing leaders who have made career moves or been asked to step down. They know that strong leadership can inspire, motivate, recognize, energize, and empower—all valuable skills and traits, considering today’s turbulent economy. To allow for a smooth transition, these companies are bringing on interim executives including CEOs, Human Resource heads and general managers through these transitions..

According to Jim Wiggett, CEO of the Jackson Hole Group, there are two primary reasons for this trend. For some companies, it’s value-added. They want additional experience and the strategic leadership required during a transition or managing a major business event or they want to provide a role model for a current executive they’d like to see perform at a higher level. For others, there is a high-level vacancy to fill while they’re conducting an external search or considering an internal candidate for the position. Appointing an interim executive gives them time to complete their due diligence and make the correct choice, while not losing the momentum they need to continue driving the execution of key business strategies and plans. 

In both cases, Jackson Hole Group offers this interim support including Acting CEO to head of human resources to general management. The interim assignments traditionally last only three to four months. However, on occasion, Jackson Hole Group has been asked to remain for extended periods as significant changes are implemented in the organization.

So what makes an interim executive successful? Wiggett says it starts with understanding that you are in a support role. You are there to be an influencer and role model, not to build the position for your long-term use. It’s equally important to hold off on making quick decisions. Instead, spend time upfront asking questions, listening carefully, and building relationships with key influencers. Then, once you have looked at the business issues, get the current management team involved so that they own the goals and results. “The biggest mistake you can make is to come in and think you have all the answers,” says Wiggett. “You have to tackle the issues in collaboration with the team so that they own the solutions and those are then sustainable after you transition out.”

While that’s the result Jackson Hole Group ultimately works toward, sometimes they’re able to effect even more change. For example, HR executives used to be part of a company’s core decision-making group. Today, that role is often relegated—placed under other function heads or left to an HR generalist or specialist who doesn’t have the depth of expertise to handle it. “We believe that’s dangerous because employee engagement and the fight for talent are such key issues right now,” says Wiggett. On several occasions, Jackson Hole Group has gone into organizations as interim HR executives and shown the value that the position can provide. These companies’ CEOs have, in turn, changed the reporting line; brought in the interim executives as key members of the team and revised the requirements of the candidate search.

“The real value we can bring to an acting HR executive role is not only keeping the “shop” running but to introduce the executive team to new ways of thinking,” says Deborah Barber, principal with Jackson Hole Group. “We introduce new models and approaches for addressing organizational priorities and getting actively engaged in executing on those people and organizational issues that are time critical.”

For the company’s part, there are things the board and management team can do to see the results they want as well. Wiggett recommends that they be candid and open from the beginning about the organization’s real issues. “It is human nature to want to put a positive spin on things, but that will actually work against you,” he explains. Rather, embrace the resource and get as much out of it as you possibly can. Additionally, current members of the management team must remain open-minded, remembering that the interim executive is there to help, not to step on one’s toes.

“The best part is watching the team become successful is a huge adrenaline rush,” says Wiggett about the time he spends working with these companies. “You’re always a half step ahead of them, watching their pride as they turn corners and produce results.”
About Jackson Hole Group
Based in San Francisco, CA, Jackson Hole Group is a leader in human capital management. It coaches and advises these leaders to higher levels of performance through practice areas that include Executive Effectiveness, Organizational Transitions and Strategic HR Solutions—positioning them to solve their toughest people and organizational problems and achieve desired, sustainable business outcomes. Jackson Hole Group can be reached at  (415) 546-2200  or online at www.jacksonholegroup.com.

By John McKee

Expert Tips & Quiz to Help Bosses Change Their Hell on Wheels Ways

In the workplace, managers get a bad rap.  The butt of endless water cooler jokes; bosses are more often than not characterized as the office “villain” and are maligned for simply existing, in perpetuity.  How then does a boss transcend this collective disdain and find that delicate balance between managing as a tyrant like Miranda in ‘The Devil Wears Prada’ or as a “pushover” that is taken complete advantage of?

Here is some practical advice to help managers at all levels – bottom, middle and those in the executive suites – hone a style that serves everyone’s best interest and, as such, fosters positive perceptions among subordinates:

• Give credit where it’s due – Among the biggest complaints about managers is that they are “glory hogs.”  One of the fastest ways for a manager to become disliked and disrespected is by taking the recognition for others’ work – or exclusive credit for a team effort.  Great leaders are recognized for their ability to share the glory with others.  Learn to cite those who have helped create successes and improve the overall sprit around you. Staff members will be appreciative and pleasantly surprised when they notice you sharing the accolades that will ultimately further their career growth as well.

• Have an open door policy – Let’s face it; most managers have to work hard to keep up with daily demands and expectations.  Meetings, telecons, emails, number crunching, planning – all of these tasks can keep managers separate and apart – both physically and emotionally – from their team.  It’s important to remember, however, that one of a manager’s primarily jobs is to know what your staff is doing at all times, and help them to do it better. The best way to accomplish this is by staying visible and accessible with staffers by not only welcoming them into your office, but also by walking around the department where you can ”mix it up” with subordinates in a less formal way and in their territorial comfort zone. Make a recurring ‘appointment’ on your Outlook calendar to allow yourself the time to get out into the general offices regularly; if you have staff in other offices or locations use that time to get a little more personal calling them simply to ‘drop in’ as opposed to only when there’s a problem.

• Appreciate face value. Today’s professional is decidedly “wired,” with email, voice mail, teleconferencing and web-conferencing taking the place of good old human-to-human interaction.  The most effective managers communicate with their staff in person whenever possible. Although remote communication is admittedly efficient, technology is not entirely effective when it comes to getting people energized or feeling like they are part of a team led by someone who cares about what’s on the collective plate.  There is simply no direct substitute for having a face-to-face dialog – not a monologue – with staff members if you want to get things done while also cultivating a positive spirit within the organization. Finally, research is clear that people are more prone to dedicate themselves to a leader they feel they know and who shows her or his passion occasionally. No amount of memos will create that sense of care.

• Be firm but fair. Every office has its “suck-ups” and “brown-nosers,” and everyone knows who they are…except the boss.  If your team thinks you are allowing others to have special privileges or that you are too naïve to recognize when you’re being manipulated, you will lose their respect very quickly.  Once lost, respect is a virtue that is very hard to regain.  To avoid this, debrief your team as often as possible so they understand why you do things a certain way or have made a certain decision, and so they consider your decisions fair in a business context.  Regularly scheduled ‘all hands’ meetings with an agenda allow them to see you in action and present an opportunity to show you in the best light.

• Find, and maintain, a “whole life” balance.  We’ve all heard about the guy with the great title, corner office, fancy company car and trophy wife who’s miserable.  Executives can often find themselves becoming similar versions of that individual if they don’t have a game plan.  Busy times and demanding jobs can cause managers to lose their humanity – those other things in life that make it “all worth it.” It’s okay to burn some midnight oil once in a while, but everyday demands at the expense of your personal or family life is a recipe for disaster: high stress levels and low energy, attention span, patience and tolerance levels makes for a less than lovable boss. This, of course, leads to low morale and decreased team productivity coupled with increased staff turnover – all of which plays into a vicious cycle of both professional and personal unhappiness.  When you are frustrated and wound tight, your staff truly feels your pain.  Creating a personal action plan lets you shoot high and know when you are making progress on all fronts – life a deparment or company action plan it alerts you to take course corrections which keep balance on all fronts – career, personal, and financial.

Not sure what kind of boss you are?  McKee offers this quick quiz to help you find out: Simply answer yes or no to each question, below.

1. All employees generally dislike work
2. The best motivator for your team is money; it’s what brings them back every day
3. Keeping emotions out of the management process has served the operation well
4. Your staff prefers to work as a team so that individual accountability is lessened 
5. As much as I would like to, I just don’t have the time to spend talking in-person to my subordinates
6. I encourage feedback from a suggestion box or other anonymous method
7. I live for the weekends – this job is a paycheck to support my “real” life
8. I don’t believe outsourcing can happen to my company
9. Regular team meetings are not justifiable as they take too much time, which lessens productivity
10. My current management position isn’t very influential, but when I move up the ladder a bit I can make a “real” contribution to the company

Score Card: Give yourself 1 point for every time you said “No”:

10 = Excellent!! You’ll be running the show in no time!

9 = Brilliant. You obviously see your employees as an asset

8 = Solid. You have the right attitude, and the team will see that

7 = Well done. You know people and their needs

6 = Good. You recognize the power of your role

5 = Fair. May be time to re-think your management strategy

4 = It’s definitely time for an attitude adjustment

3 = Change or die (metaphorically). Things aren’t good, but it’s not too late to make impactful changes

2 = Do something significant that will be viewed in a positive light or your employees will leave

1 = It’s time to consider a new job where you do not manage people

0 = Ever consider a job as a bounty hunter?

About the Author

John McKee, Founder and President of BusinessSuccessCoach.net, is the author of “Career Wisdom” and “21 Ways Women in Management Shoot Themselves in the Foot.” He can be reached at 720-226-9072, , or through his web sites at www.BusinessSuccessCoach.net and www.BusinessWomanWeb.com.