Positioning for Explosive Growth: A CEO’s Guide To Enthusiastic Leadership

This is the first in a 4-part Guest Blog post series by Sarah Polk, Chief Marketing Officer at Chief Outsiders.

In 2020 and beyond, the notion of leadership has been indelibly changed. No longer is it adequate to rule from 30,000 feet, to remain at arms lengths from strategies, and unable to touch tactics with a 10-foot pole. 

Leadership from a distance, in a time when distance is not just a suggestion, but a mandate, can strike a critical blow to a company that is already likely still trying to divine its direction in a pandemically-impacted landscape.

Buying habits, like it or not, have been forever transformed. Going forward, people will consume differently, express their preferences in new and unforeseen ways, and likely exhibit a great deal of caution in how they part with their almighty dollars.

Thus, today’s CEO and C-suite must be more dialed in than ever – hands-on, consumer focused, and action-oriented – if their company is to find the proverbial pot of gold at the end of a rather discolored rainbow.

Indeed, an engaged CEO is one that is able to command his or her enterprise toward a horizon of explosive growth while not forgetting those who supported the journey. Leaders must be able to engage at the customer level, encourage team members, and rally investors and stakeholders in promoting the grand vision.

If done correctly, this new and enhanced level of engagement can also have a remarkable impact on both tangible and intangible measures. Gallup found that top-performing leaders reduce turnover by 59 percent, experience 41 percent less absenteeism, find 40 percent fewer quality issues, notch 20 percent greater sales productivity, and, yes, 21 percent more profitability.

So, how can you refocus your energies and intentions on the task of reaping the maximum rewards for your product or service?

In my experience working with CEOs and private equity firms, I’ve found that the barriers to C-suite success have been surprisingly simple. Rather than undertaking a lengthy journey toward reinvention, I’ve found that most CEOs can retool for growth by making some simple, yet purposeful, changes to their leadership style.

In future blogs in this series, I will shed more details on the seven steps to success that the most effective CEOs have embraced.

These steps include:

  • Passionate, Energetic, and Decisive Leadership: Exuding a level of confidence that can be infectious across the organization, creating loyalty and the ability to row in the same direction.
  • Knowledge is Power: Diving into the detailed information most companies are collecting about competitors, targets, trends, and market news, and using this information to make more effective decisions.
  • Embracing the Competitive Advantage: Identifying what it is that makes the company special and serving as a figurehead and voice of reason in playing up these advantages.
  • Hiring Talent and Setting Them Free: Serving as a key cultivator of human resources, the top performing CEOs obtain the best talent for the job – and then get out of their way.
  • Creating Like No Other: Cultivating messages, go-to-market strategies, and other product communications that break the mold, and break through.
  • Measure, Measure, Measure: Taking a keen interest in the analytics that are resulting from legacy activities and being unafraid to pivot on the fly to fine-tune and improve.
  • Celebrating Success: Making sure that the team understands how appreciated they are for the efforts they’ve invested to supporting positive outcomes.

Ready to forge a new, enthusiastic sojourn toward profitability and growth? Read the next post in this series.

I’d love to hear from you. How have you been changing your management focus in these uncertain times?

Sarah Polk

With deep senior level management and marketing expertise, Sarah leads businesses through international expansion initiatives, difficult transitions, mergers, acquisitions, and turnarounds. Adept at recognizing growth opportunities, strategic positioning, creative conceptualization, new product launches, and brand management, she builds and expands extensive marketing departments to maximize ROI and shareholder value. Also skilled at product marketing, she works with engineering teams to craft products that meet the market’s needs. With an ability to inspire and lead cross-functional global teams, Sarah builds productive, long-lasting business relationships.

How Much Do You Know About Onboarding? Setting Your New Hire Up for Success

Setting Up Your New Hire For Success

This is a Gust Blog post from Sales expert Chris Tully.

You have just hired an A-Player for your sales team – someone you’re looking to perform at a high level and crush your company goals. Are you assuming your newest employee will continue to be a sales powerhouse in your company environment? Don’t count on it! Owners and Sales Leaders can’t take a backseat just yet in the hiring process. They must create and provide a robust Sales Onboarding Plan to usher the new player into their new setting and set them up for success.  

Welcome to Part II of our two-part blog series about Sales Hiring. If you missed Part I about how to define, seek-out, screen and secure top sales performers, take a moment and read it first: How Much Do You Know About Sales Hiring?: Three Steps to Hiring A-Players for Your Business

Have you ever experienced a terrible first day on the job? In years prior, a terrible first day might begin at arrival to find no one knew you were coming and your new desk was a mess, filled with junk left behind from your predecessor. But today’s new hires are often fully remote, and probably have never met anyone at their new employer in person, creating far different issues in culture setting, training and relationship building. Starting your first day from home without a computer, no access to company IT systems, and little direction will lead to stumbling around to track down login information, figuring out who is who, and self-guiding yourself through HR orientation. This is NOT how anyone wants to start a new job, especially when so much is expected. 

This is not a fairytale!

Bad first impressions on the job happen all the time and can leave a new hire, especially an A-Player, second guessing their career decision. It raises a red flag indicating that a sloppy approach is an acceptable way to operate within the company. A disorganized and chaotic first day or week muddles job goals, processes, and company culture for the negative and slows down the ability for a salesperson at any level to produce results due to lack of organization and clarity.

An effective Sales Onboarding Plan is critical to a new hire’s retention and can help them gain momentum stepping into their new position.

If done properly from inception, the plan will have these positive effects on your sales team’s newest addition:

  • Reinforces the salesperson’s decision to join your company.
  • Provides the candidate with necessary tools and training to be successful in their role.
  • Sets clear expectations for accountability from the very beginning.

The onboarding process is not a static event that ends after a few weeks

It’s a common misconception that an onboarding process fully trains and integrates your new hire after a week or two. On the contrary, effective onboarding is a continuous process that takes place over several months and involves key members of other departments, including the leadership team. Laying out the process as milestones on a calendar will help keep everyone on track to achieve a well-rounded onboarding outcome.

Here are the essential components to account for when building a best practices Sales Onboarding Plan:

1. Lay out the key milestones as the framework of your Onboarding Plan. The milestones are best applied to a high-level list of goals and dates. This list should include things like:

  • Preparation of tasks before the start date
  • First Day
  • First Week
  • Monthly Activities
  • Month 3 Check-in
  • Month 6 Check-in

2. Next, create activity categories to organize the process of generating a thorough list of action items that fully represent each category. Here’s a sample category structure:

  • Meeting objectives, job duties, and expectations
  • Socialization
  • Work environment
  • Technology set-up and access
  • Training and development

3. Now it’s time to assign internal resources to the action items you created. It’s ideal to spread out the onboarding process to a variety of teammates and departments. This will provide the new hire exposure to different areas of the company to gain insights into how all departments function together. It also helps reduce time strain on any one person throughout the training process.

4. Lastly, replicate your activity category structure under each milestone and allocate all the underlying action items appropriately to the timeline. Task your new salesperson to reach out to the assigned internal resources to schedule each training session with the objective to keep predetermined completion target dates on track.

Just as important as starting your salesperson off on the right foot within your organization is having an established sales infrastructure to place them into. Pairing well laid out onboarding with the necessary structure, processes, and resources will help your new salesperson be effective and successful in their new role.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

Leadership Transformation in 2020 – Change is inevitable. Transformation is by conscious choice.

This is a Guest blog post by Bei Ma, Founder and CEO of The Pinea Group

Leadership Transformation in 2020

Change is inevitable. Transformation is by conscious choice.

 

lighted brown lighthouse beside body of water

Photo by Evgeni Tcherkasski on Unsplash

 

As Bill Gates recommended 5 summer books in his recent Gates Notes on May 18, 2020, he wrote: “The Ride of a Lifetime, by Bob Iger. This is one of the best business books I’ve read in several years. Iger does a terrific job explaining what it’s really like to be the CEO of a large company. Whether you’re looking for business insights or just an entertaining read, I think anyone would enjoy his stories about overseeing Disney during one of the most transformative times in its history.”1

Yes, indeed. Robert Iger, in his 2019 book “The Ride of a Lifetime”, shares in great detail on how the ten principles that strike him as necessary to true leadership have transformed Disney. And the ten principles are: Optimism, Courage, Focus, Decisiveness, Curiosity, Fairness, Thoughtfulness, Authenticity, Relentless Pursuit of Perfection, and Integrity.

While each of these ten principles speaks the truth of leadership, we need more, we need more for an unprecedented year we are in at this very moment. The year of 2020 perhaps manifests every aspect you can imagine that life does not always go the way you expect it will.

We are still in the middle of the global pandemic. Period. The director of National  Institute of Allergy and Infectious Diseases and the nation’s top infectious disease expert, Dr. Fauci spoke at BIO Digital virtual healthcare conference on June 10 that the coronavirus pandemic has turned out to be his “worst nightmare” and warned that it’s not over yet.2

Millions of people still have no jobs or steady income despite an optimistic labor report of May by the Department of Labor. According to Business Insider, US jobless claims totaled 44 million, meaning more than one in four American workers have lost a job during the pandemic.3

Social reform is well likely underway with the “Black Lives Matter” movement amid nationwide protests. New York Governor, Andrew Cuomo says he intends to sign the package of bills passed by New York legislators for comprehensive police reform.4

In the business context, CEOs have been facing an ultimate leadership test. While business executives shall absolutely continue to incorporate and implement in their daily business life the ten principles of true leadership by Robert Iger: Optimism, Courage, Focus, Decisiveness, Curiosity, Fairness, Thoughtfulness, Authenticity, Relentless Pursuit of Perfection, and Integrity, leadership transformation is imperative. CEOs must make conscious choices for leadership transformation facing one crisis after another in the year of 2020 and onward.

In this article, we explore two actions, accompanying mindset and qualities that can help executives navigate such perfect storms and future crises and consciously make leadership transformation.

Leading with Compassion

Numerous studies show that in a business-as-usual environment, compassionate leaders perform better and foster more loyalty and engagement by their teams.5 However, compassion becomes especially critical during a crisis.6

Four months into the pandemic, the nation is seeing a historic wave of widespread psychological trauma driven by fear, isolation, uncertainty, anger, and distress. Nearly half of Americans report the coronavirus crisis is harming their mental health, according to a Kaiser Family Foundation poll.7

To an organization, collective fears and existential threats triggered by the crises call for a compassionate, empathetic, caring and highly visible leadership. If executives demonstrate that everything is under control with business-as-usual meetings and overconfident emails with an  upbeat tone, afraid of showing the genuine vulnerability, empathy to connect and compassion to support their people, reduce their stress and burden, absurdly, this might backfire and will certainly not create the confidence, innovation and creativity from people to enable them navigate through the crises and recover the business.

       “I’ve learned that people will forget what you said, people will forget what you did, but people

       will never forget how you made them feel.”

       – Maya Angelou –

People feel it and will never forget when leaders act with genuine compassion, especially during the crises.

 

     Leading with Rooted Power

In routine emergencies, experience is perhaps the most valuable quality that leaders bring. But in novel, landscape-scale crises, character is of the utmost importance.8 Deliberate calm is the ability to detach from a fraught situation and think clearly about how one will navigate it.9

Crisis-resistant leaders, as the captains of their ships during a perfect storm, will be able to unify the teams with deliberate calm, clarity, and stableness, making a positive difference in people’s lives. The calmness comes from well-grounded individuals who possess rooted power of humility, hope, and tenacity.

Crisis-resistant leaders return to their roots, core values, beliefs, and principles during a perfect storm. They pose questions to themselves and teams about what the organization stands for, what the purpose is, and what should continue to do or stop doing, what need to be created as new practices or ways of working, new norms that are emerging.10

The rooted power of crisis-resistant leaders is originated from physical health providing energy and stamina; mental health providing optimistic and positive view; intellectual health providing acute decisiveness and clarity; and social health providing the trust and transparency.

Only grounded leaders with such rooted power can beat landscape-scale crises.

………………………………..

The crises and overwhelming consequences ask for leadership transformation. Besides the ten principles to true leadership1, business leaders who make conscious transformation: leading with compassion and leading with rooted power, can support their organizations and communities, navigating through the perfect storms.

 

Reference

  1. https://www.gatesnotes.com/About-Bill-Gates/Summer-Books-2020
  2. https://www.today.com/health/dr-anthony-fauci-says-coronavirus-his-worst-nightmare-isn-t-t183838
  3. https://www.businessinsider.com/us-weekly-jobless-claims-coronavirus-layoffs-unemployment-filings-economy-recession-2020-6
  4. https://www.cnn.com/2020/06/10/us/new-york-passes-police-reform-bills/index.html
  5. Jane E. Dutton, Ashley E. Hardin, and Kristina M. Workman, “Compassion at work,” Annual Review Organizational Psychology and Organizational Behavior, Volume 1, Number 1, 2014, pp. 277–304; Jacoba M. Lilius, et al, “Understanding compassion capability,” Human Relations, Volume 64, Number 7, 2011, pp. 873–99; Paquita C. De Zulueta, “Developing Compassionate Leadership in Health Care: An Integrative Review,” Journal of Healthcare Leadership, Volume 8, 2016, pp. 1–10.
  6. Jane E. Dutton, et al, “Leading in times of trauma,” Harvard Business Review, Volume 80, Number 1, 2002, pp. 54–61; Edward H. Powley and Sandy Kristin Piderit, “Tending wounds: Elements of the organizational healing process,” Journal of Applied Behavioral Science, Volume 44, Number 1, 2008, pp. 134–49.
  7. https://www.washingtonpost.com/health/2020/05/04/mental-health-coronavirus/
  8. Gemma D’Auria and Aaron De Smet, McKinsey & Company, Organizational Practice, “Leadership in a crisis: Responding to the coronavirus outbreak and future challenges”, 2020.
  9. Helio Fred Garcia, “Effective leadership response to crisis,” Strategy & Leadership, 2006, Volume 34, Number 1, pp. 4–10.
  10. Adapted from Ronald Heifetz, Alexander Grashow, and Marty Linsky, “Leadership in a (permanent) crisis,” Harvard Business Review, July–August 2009, hbr.com

 

About the Author

Event Registration (EVENT: 796935 - SESSION: 1)

 

Bei Ma is the founder and CEO of the Pinea Group (Pinea). Pinea serves as a trusted partner specialized in cross-border fund raising, market access, clinical studies, regulatory pathway, licensing, and distribution to help medical devices, diagnostics, pharmaceutical and biopharmaceutical organizations to achieve the best patient outcomes and commercial success.  Previously, Bei Ma served as Vice President of Global Healthcare Business Development at British Standards Institution (BSI) Group. Bei can be reached at 410.271.7267 and beimalong7@gmail.com; her LinkedIn profile is https://www.linkedin.com/in/beima/

How to Hire a Stellar Sales Team to Accelerate Your Recovery

This is a Guest blog post by sales and sales management expert Chris Tully.

 

 

How to Hire a Stellar Sales Team to Accelerate Your Recovery 

If there is a silver lining to the pandemic-related economic shut down, it is that a lot of excellent salespeople are now available and hungry to contribute to your business. The opportunity here is to rehire your best performers and then build a stronger team than before.

To hire a stellar sales team to accelerate your recovery, you need a plan. Here are some things to consider that will help you create an excellent hiring plan.

 

1. Are your business goals different than before the shut down? 

In the past few months, you’ve had time to really think about your company. You may have revised your strategic business plan and reprioritized your goals. If so, take a look at your new focus and figure out, “what sort of sales power will get me there?”

As an exercise, picture your previous sales team. Imagine how they would – or would not – achieve your new goals, and what sort of salespeople you need going forward.

 

2. Are you clear about the sales role?

What is it that you really want your ideal salesperson to do day to day, and accomplish overall? What specific skills would that person need? Most importantly, be clear about the personal attributes of the ideal person to represent your business.

3. Are you willing to invest in a professional recruiter? 

Sure, LinkedIn JobsIndeed, and other free job posts or low-cost ads will get responses. But you and your HR people will spend an inordinate amount of time sifting through a lot of junk to get to the few gems. Unless you’re adding entry-level people, don’t cheap out – invest in a professional recruiter, particularly if you’re looking for experienced sales professionals with a proven track record.

Talent recruiters screen against your hiring profile, verifycandidates’ work history, and validate their self-stated strengths and accomplishments. Recruiters also help you find employed candidates who are not looking for a job but who may be perfect for your business.

 

4. Do you have your sales incentive structure worked out?

Although it isn’t a jobseeker’s market right now, people are still going to ask how they get paid. That’s completely reasonable. As the job market strengthens, candidates who know their worth are going to hold out for appropriate compensation. In addition to your hiring plan, you’re going to need an incentive plan to attract and retain the caliber of salespeople you expect.

 

5. What third-party tool are you using to assess candidates?

Third-party assessment tools are a must with hiring decisions. Let’s face it – salespeople are often chameleons. They are trained to probe for needs, listen actively, and position their products (themselves, in this case) in the best possible light to solve your problem.

You need some objectivity to balance those impressions, especially if you don’t hire that many people each year. There has been a lot written about the cost of a bad hire, which I won’t repeat here. Get some help!

These are three salesperson assessment tools that I recommend: 

6. Do you have an effective on-boarding process?

It’s important to have a well thought-out plan to get new sales hires acclimated to their role in your company. For that, you need to a road map that new hires can follow (as well as trainers) so nobody gets lost.

 

7. Can you “hire slow”?

This last question is a trick one: the answer has to be “Yes.” You’ll want to take your time and think about the answers to all of the questions I’ve laid out, in order to hire superb salespeople. It’ll be so worth the time and effort when the right team propels you to reach – and exceed – your goals.

 

 

 

 

 

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com

“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.
I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.
Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

The (Not So) New Game in Private Equity

This is a Guest blog post by Kerry Moynihan, Partner at Boyden.

Top Private Equity Firms Investing in Education Businesses ...

 

WHY LEADERSHIP MATTERS MORE THAN EVER

A Very Brief History of Private Equity

The origins of today’s private equity industry (which I would define as including both venture capital and leveraged buyouts) date to 1946 with the foundations of American Research & Development Corp. (ARDC) & J. H. Whitney.  Prior, risk capital had almost exclusively been the domain of wealthy families.  Venture capital pioneers Mayfield and Kleiner Perkins were founded in 1969 and 1972, respectively.  In the buyout realm, the origins of LBO pioneers KKR began at Bear Stearns with “bootstrap” investments in the early 1970s, forming the foundation of the firm as we know it today.  TH Lee; Forstmann Little; Welsh, Carson, Anderson & Stowe; and GTCR were all in operation by 1980 and became major players.  The modern private equity business continued to emerge in the 1980s with the realization that there were major discrepancies between public company management interests, the age old “agency problem” and the values that could be unleashed were business units to be decoupled from large public companies.  The year 1980 saw some $2.5 billion raised dedicated to the emerging alternative asset class and in the decade that followed nearly $22 billion was raised by venture and buyout funds.

The wide availability of junk bond financing fueled a boom during the 1980s, followed by a crash as the stock market tanked in October 1987.  High yield financing, or “junk bonds,” dried up for a time, and Drexel Burnham, the leading purveyor of these instruments, later went down.  However, institutional investors had certainly picked up on the higher returns available to PE than in the public markets.

Key to these were the availability of debt financing, the disparity between management that were merely salaried and those that were incentivized by equity, and the discrepancy between public and private market information.  For much of the next two decades private equity vastly outperformed the public markets.  Clearly, the emergence of technological innovation in software, semiconductors, and telecom fueled the venture side, while widespread industry consolidation and globalization largely propelled the LBO market.

As ever more money flowed into pensions and other institutional investor funds, the demand for higher yields accelerated.  This put more capital into the financial markets seeking higher returns and the boom continued.  Of course  there were blips and shocks, including the Foreign Debt crisis of 1997/98, the bursting of the dotcom bubble around 2000, the cessation of normal market activity following the 9/11 attacks, and perhaps most seriously, the major Financial Crisis after the collapse of Lehman Brothers and Bear Stearns in 2008.

However, markets rebounded, time and time again.  Institutional capital, which seems to have a short collective memory, always seeks ever higher levels of Alpha (relative return) and will accommodate Beta (risk), often in unison, seemingly without independent, objective decision-making.

Institutionalization & Growth of the PE Industry

Funds were usually (relatively) small and privately held, and made individualized, partner-driven investment decisions.  Yet as their size has increased, and in many cases the larger funds went out to the public markets, the industry has fundamentally changed.  Now publicly traded, firms like Apollo, Blackstone The Carlyle Group, and others are, as the co-founder of one confessed to me “No longer in the business of making extraordinary, outsized returns on unique investments.  We are now in the asset management business. If we can beat the S&P by 150 basis points and put huge sums to work from institutional investors, we are happy and the investors are happy.“  With the traditional model of a 2% management fee on assets under management (AUM) and 20% capture of the return on investment, the carried interest, who would not be?

Where a billion dollar fund was once considered a large player, there were over 350 by 2018 and even more today.  There has been a veritable explosion in investment in the sector, as uninvested cash, or “dry powder“ at PE firms exceeded $1.5 trillion by the end of 2019.  Blackstone alone, the Wall Street Journal reported, had $150 billion in cash to invest at the end of last year.  Institutional Investor reported in July 2019 that 4000 funds were seeking to raise an additional $980 billion, up from 1385 funds seeking to raise $417 billion just four years earlier.

Yet in the 2010s the number of publicly traded companies stayed roughly the same while global AUM for PE firms and the number of PE-backed companies doubled, according to McKinsey & Co.  It comes down to simple economics as more money is chasing fewer good assets, hence driving up prices, and reducing returns.  S&P reported in November 2019 that the average pro forma EBITDA multiple was 12.9, up over 30% from pre-Financial Crisis pricing.  The massive leverage, low prices, and eye-popping returns of the 1980s are but a memory.  What is a simple fund to do?

Operations Management Software from Integrify

Adding Operating Expertise

Importantly, funds have changed their own internal structures over the last several decades. Almost no funds had seriously tenured operating executives as part of their investment teams in the 1980s, being almost exclusively comprised of “recovering investment bankers.”  The 1990s saw a bit of a change, but now almost every major fund has hired people who have more than an investment banking/finance background and have been senior operating executives who have actually run P&Ls.  In many cases these are actual full partners in the funds, as the Silicon Valley venture capital community was quicker to adopt this model, typically by adding tech CEOs to their rosters, than the Wall Street LBO community.  Many are termed Operating Partners or Management Associates, but whatever the nomenclature, there has been a collective recognition that strictly financial engineering and financing skills are necessary, but not sufficient, to create outsized shareholder returns.

Most of my clients and many of my good friends are private equity professionals.  Without naming names, an informal survey confirms the general thesis that by training they are not prepared to run the businesses that they buy.  Increasingly they recognize these facts, despite being “the smartest person in the room“ on virtually any topic (sic), in the not so distant past.

Where Are We and Where Are We Going

Fast forward to today, the late 2010s and early 2020s. The game has changed significantly, to say the least.  Not surprisingly, many of the factors that led to the tremendous success of the industry in years past have changed dramatically.  There is a changing reality and investment firms have, with varying degrees of success, made adjustments.  For example:

Financial engineering is no longer adequate.

Given the low interest rate environment of recent years, and explosion of alternative lenders such as credit funds, beyond the traditional large banks, a giant fund enjoys little advantage over a smaller one on the availability of financing or borrowing terms.  And, let’s face it, even if KKR or TPG can borrow at 25 basis points lower and with slightly less restrictive covenants than XYZ Capital Partners can, that factor alone is unlikely to be the deciding factor between the success or failure of an investment.

Globalization of the industry

Where venture capital and leveraged buyouts were virtually exclusively a US phenomenon just a few decades ago, today according to various studies, only about 55% of global private equity activity is in North America today.  While Africa and Latin America are somewhat underrepresented, Europe and Asia are booming in this respect and the former may well catch up over time.  It has become, as in so many industries, a much more competitive, truly international playing field.

Ubiquity of information has changed the game

The asymmetry of information that led to smart buyers and uninformed sellers is simply no longer the case.  The incredible proliferation of information and ease of access on a global basis means that sellers, even of relatively small and unsophisticated businesses, have a much better handle on the overall market than in the past.  An investment banker friend and I have a running joke that Old Uncle Burt, selling his cornfield in Iowa, knows that he can command 7.8 to 9.3 times EBITDA these days and will have five buyers lined up!  In short, because of this the market is much more ruthlessly efficient, further evidenced by the dramatic expansion in the number of deals done and in the ever higher multiples paid for them.

The Model Still Works

The increased volatility of public markets, however, continues to make private equity attractive.  What was once termed an alternative investment is certainly now very much in the mainstream for most sophisticated investors.  However, the delta in returns between public markets and private markets have flagged in the last several years.  As Bain & Co. noted in its 2020 Private Equity Report, “10-year public market returns match PE returns for the first time.”

Yet the current crisis, at the same time akin to the ones we seem to have every five or 10 years, and on the other hand of unprecedented scope, has obviously put an enormous dent in the wealth accumulated in the stock market.  The ability to be patient and not have to respond to quarter-by-quarter earnings can allow private equity investors to take a more strategic, long-term view and ride out much of the fickle fluctuations of the financial markets.

This may seem a bit ironic, since most PE funds would love to be in and out of investments in a 3 to 5 year timeframe if possible.  But with the public markets bouncing as violently as they are, private equity will remain a very attractive industry, both for Limited Partners as institutional investors and General Partners, the PE funds, as the custodians and direct investors of those funds.

Stanford Senior Executive Leadership Program | Stanford Online

 

Executive Leadership Matters, Now More Than Ever

Over time, more and more funds have gone to a model of backing individual executives or executive teams in what I call the “Back-able, Bankable Leadership“ model, or BBL.  Both venture and buyout funds have increasingly backed executive leadership that has had prior success and will continue to do so.  The proverbial “Holy Grail“ for investment funds is to find management teams that are proven and have as close to a proprietary idea as possible.  By this I mean either a specific target company(ies) for acquisition or a well-developed investment thesis with demonstrable potential acquisition targets.

How much better to create a situation where you have an organic genesis of an investment, rather than competing in a broad auction scenario against many other funds.  In the latter case, the “winner” of an auction may be successful in acquiring a business, but a loser as an investor, having paid too high a price at the outset.

An old saw in investing circles is that “You are more likely to win by backing an ‘A’ management team with a ‘B’ plan over a ‘B’ management team with an ‘A’ quality plan.“  At no time has this been more true than today, as many firms actually have to reinvent their business models on the fly.  As we face unparalleled turbulence in the markets, especially given the latest crisis, never has leadership, true leadership, been at more of a premium.  Operational excellence, coupled with the genuine ability to inspire, will always be valued.  In short, today it is more critical than ever to actually run businesses better.

Effective executive leadership makes all the difference.  It certainly makes me quite sanguine about the prospects for the executive search industry in partnering with private equity clients to create value.  Successful investors invest in superior management and leadership, especially when competition is greater than ever and times are uncertain, to say the least!

 

Kerry Moynihan is a Partner at Boyden. He has had a distinguished career of more than 30 years in executive search, making a significant impact on client organizations through strategic talent acquisition and development. Working across a range of industries, he specializes in partnering with boards of directors as well as private equity firms and the C-suite executives of their portfolio companies to deliver for investors. He can be reached at kmoynihan@boyden.com.

Ben Hogan’s Five Lessons and Other Recommended Reading

People, especially students, often ask me for recommendations of great books to read. A few days ago, the Washington Business Journal, asked me for a list of 5 books.  Here’s the LINK to the Article.

Following is the full text of the piece with my comments in bold italic.

Digital Producer-Washington Business Journal

Tien Wong, chairman and CEO of Opus8 Inc., talks the best business book he ever read and which book can help you win a major.

1. “Topgrading,” Bradford Smart

“The best business book I have ever read.”  Why?  Because you can’t build a great team without a methodical recruiting, measurement and retention process. When we had 2300 employees at CyberRep, we found this book and it became our “Bible” for managing human capital.  I liked it so much, I have bought over 300 copies of the book to give to colleagues, partners and clients.  Awesome book.

2. “Five Lessons: The 5 Fundamentals of Golf,” Ben Hogan

“Every business leader should work on his or her golf game. Master this book and you can win a major. Just ask Larry Nelson. “There’s no disputing that a ton of business still gets done on the golf course.  I was a tennis player growing up, and kind of looked down on golf as not being a “real sport.”  What I totally missed as a kid is that learning to play at a young age is invaluable for business.  Why?  Because many, if not most, business people love golf.  And while it’s not a requirement to carry a single-digit index, it’s important to be able to play decently and not embarrass yourself when a boss or client invites you out for a golf outing, or vice versa. Having not played until my early 20s, I found myself playing “catch up” and having to learn the game through a lot of practice, lessons, and reading books.  Ben Hogan’s book is concise and simple.  It teaches the basics, the fundamentals, which can not only help anyone become a decent player relatively quickly, but create a Master’s champion like Larry Nelson.

3. Anything by F. Scott Fitzgerald

“Because nobody could put together a sentence like him. His writing is pure beauty.” Anyone who’s read Fitzgerald knows what I am talking about.  I was lucky to have studied him in college and found myself reading his books twice, once for the story and once to appreciate the way he constructed his sentences.  The upside is that my writing improved…a lot.

4. “Think and Grow Rich,” Napoleon Hill

“It’s not just about making money. It’s a classic ‘how to’ guide for achieving your goals.” Countless business leaders give credit to this Napoleon Hill’s classic as a big reason for their success.  The book lays out a blueprint for achieving your goals, and I like to read it and review its words of wisdom every few months.

5. “The Innovator’s Dilemma,” Clay Christensen

“This book proves why companies who don’t innovate become extinct.”  Christensen is a Harvard Business School professor and I recommend not only this book, but the many YouTube videos of his talks.  His work is excellent and provides a lot of truth for all kinds of companies, but especially tech companies. 

Congress Badly Needs a Shot of Churchill

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I am so sick of it.  Every businessperson I know is sick of it.  Every taxpayer I know is sick of it.  “It” is the political gridlock, posturing, cowardice, and selfishness which Congress has been exhibiting in supposedly trying to find a solution to the impending Fiscal Cliff.

This collective failure to find a compromise is costing the Country billions of dollars.  Do they not realize this?  Businesses will not hire or make investments in a climate of uncertainty.  Government agencies and their contractors cannot plan for the future not knowing whether their programs will be funded.  Investors will sit on the sidelines until they can quantify what their tax rates are.  The economic recovery is stymied because overall confidence diminishes when things are uncertain.

Our elected representatives are certainly not looking out for Main Street, or Wall Street, or small business.  What Congress needs is a shot of Winston Churchill.

Yesterday, I received an awesome greeting card from Philip Niedermair featuring 5 of his favorite quotes from The British Bulldog, as Philip writes, “so that you may arm yourself for the coming year and be best positioned to succeed in the market place of ideas and opportunities!”

1.  Courage:  “Courage is the first of human qualities because it is the quality that guarantees all the others.”

2.  Listening:  “Courage is what it takes to stand up and speak.  Courage is also what it takes to sit down and listen.”

3.  Commitment:  “Continuous effort – not strength or intelligence – is the key to unlocking our potential.” 

4. Loyalty:  “You have enemies? Good. That means you’ve stood up for something, sometime in your life.”

 5.  Simplicity:  “All great things are simple, and many can be expressed in single words: freedom, justice, honor, duty, mercy, hope.” 

These inspirational quotes caused me to wonder why so FEW of this generation’s politicians exhibit the courage and moral imperative to do the Right Thing.

For the sake of the Country and the economy, I hope they step up and get a deal in place so we can all move forward and get off to a good start in the New Year.

Featured image courtesy of johnnycon7, licensed via Creative Commons.

Persistence and Commitment at HONEST TEA, a guest post by Marissa Levin

Guest Blog Post from Marissa Levin, CEO of Information Experts and Founder of Successful Culture, a new business dedicated to helping entrepreneurs and business leaders build successful cultures within their organizations.

Marissa was a guest at Lore Systems’ Big Idea CONNECTpreneur Spring Forum on March 7, 2012 and Seth Goldman, Co-Founder and TeaEO of Honest Tea, was one of our featured speakers on the “Entrepreneurship with a Higher Purpose” panel.

This post was written on March 13, 2012 and can be found on Marissa’s awesome new Blog, Successful Culture.

Honest Tea CEO Seth Goldman Takes Persistence & A Commitment to Mission to New Heights

Imagine pitching your idea to 1,000 investors. Over and over and over again. A little insane, right? Not if you’re Seth Goldman, TeaEO of Honest Tea. When we think of Honest Tea, we think of a delicious beverage, and a wildly successful business.

Dig a little deeper into the roots of Honest Tea, and you’ll discover an entrepreneur who is forever committed to the mission of “changing the way people eat, drink, think and live.”

Seth shared the struggles of his early days with 300 business leaders at the sold-out ConnectPreneur Event in the DC region, architected by global serial entrepreneur and angel investor Tien Wong, CEO of Lore Systems (www.lore.net).

Building an Empire One Brick at a Time

As a bootstrapped entrepreneur who has never sought outside funding, I was amazed at Seth’s relentless quest for angel investments when he launched Honest Tea. “I did over 1,000 pitches and landed 120 angel investors. I took $25,000 at a time,” Goldman said. “There were plenty of times when I was financially out of business. But you need just enough fumes to keep things going.”

The question on everyone’s mind – which was asked – was, “How did you keep going?” All entrepreneurs seek the answer to this question from others that travel the path of business ownership. What is the magic bullet -the secret sauce – that gives us the strength to keep pushing when we are seemingly out of options?

Always Return to the Mission

“What kept me going is I always believed and still believe in my mission. I believe we have to change the way we eat, drink, think, and live. Quitting was never an option.”

In addition to the initial 1,000+ calls, Goldman had to ruthlessly follow up with potential investors. Follow-up apparently is just as important as the initial contact.

“You need to be ruthless with your follow-up. You can’t ever quit. Your follow-up is a good indication of your commitment to what you are trying to build, and to your work ethic. Some we talked to for years before they came on,” he said.

Seth’s tenacity is an inspiration to anyone trying to make their entrepreneurial mark. Equally inspiring is his commitment to his core values, and his refusal to relinquish what matters most to him – providing healthy products that consumers feel good about drinking.

Coca-Cola now owns 40% of Honest Tea. The mammoth company’s management is like a bull in a china shop. This, however, doesn’t sway Goldman from his values. “Coca-Cola wanted me to remove “No High Fructose Corn Syrup!” from our labels. I asked if this was a legal or regulatory requirement, and it wasn’t,” he explained.

Goldman continued, “Because their products contain this ingredient, our label wasn’t a positive reflection of their brand. I refused to remove it it. The discussion made its way to the very top of the executive ladder, and I refused.”

Finally, Coca-Cola relented, and conceded that as a minority owner, they couldn’t force Honest Tea to remove the labeling.

All Natural Ingredients for Successful Entrepreneurship

Goldman boiled successful entrepreneurship down to the two basic tenets that we all inherently know: 1: A steadfast, laser-focused, driven commitment to what we are building, in which we will do whatever we need to succeed, and 2: A passionate belief in the change we are trying to make.

Thanks to Tien Wong (follow him on Twitter: @tienwong, and subscribe to his blog – Winning Ideas at (http://tienwong.wordpress.com/) for helping to quench the entrepreneurial thirst for learning with a great event!

And thanks to Seth Goldman (@HonestTea) for showing us what happens when you never ever ever ever ever give up.

Patience, persistence and perspiration make an unbeatable combination for success.” ~Napoleon Hill

Big Idea CONNECTpreneur Spring Forum, March 7, Tysons Corner, VA

LORE SYSTEMS is pleased to host one of the most exciting angel and entrepreneurship networking forums in the DC Region on March 7, 2011 at the Tower Club in Tysons Corner, VA.

Please come out!  Here’s the Eventbrite link:  http://connectpreneur1.eventbrite.com

The Big Idea CONNECTpreneur Spring Forum is a 1/2 day “NETWORKING MASHUP” of the DC Region’s TOP Entrepreneurs, Business Leaders, CXOs, Angels, and VCs.

Come see what happens when you put a group of “A List” business leaders and entrepreneurs in one room for a few hours!

This UNIQUE EVENT is like NONE OTHER in our region, due to the high quality of our attendees and participants, as well as our programming and unprecedented networking.

The Big Idea CONNECTpreneur Forum is an exclusive “mashup” of 170+ of the DC Region’s top entrepreneurs, business leaders, CXOs, angels and VCs.
Most of the attendees are “INVITATION ONLY,” and we are limiting service provider participation in order to maximize the experience for our Attendees and Sponsors.
Program Highlights:
  • “Hypergrowth – Zero to $500 million in 8 years” discussion
  • “Entrepreneurs with a Higher Purpose” panel
  • 8 Emerging companies seeking funding will briefly tell their stories
  • “Disruption, Disintermediation, and Destruction” luncheon discussion
  • Networking sessions before, during, and after the event
The venue is the Tower Club in Tyson’s Corner, Northern Virginia’s premier private business club.  A plated brealkfast and plated lunch are included.
AGENDA7:00–8:00 am – ARRIVAL / BREAKFAST / NETWORKING

8:00 – 8:05 am – WELCOME

8:05 – 8:45 am –  “HYPERGROWTH – ZERO TO $500 MILLION IN 8 YEARS!” – a conversation with Tony Jimenez, Founder and CEO of MicroTech
8:45 – 9:30 am  –  “ENTREPRENEURSHIP WITH A HIGHER PURPOSE”
Jim Cheng, Secretary of Commerce, Commonwealth of VA; Founder and CEO, Computer Hi-Tech Mgt, “Entrepreneur Turned Public Servant”
Dr. John Holaday, CEO, QRx Pharma, an ex-Army officer, Professor, and serial entrepreneur who has founded and taken 3 companies public, “Entrepreneur Seeking a Cure for Cancer”
Seth Goldman, Founder and TeaEO, Honest Tea, beverage industry innovator, “Entrepreneur  leading the Green Movement”
9:30 – 9:45 am – NETWORKING BREAK
9:45 – 11:30 am – COMPANY PRESENTATIONS
Fresh Tax
Pixspan
11:30 – 11:45 am – NETWORKING BREAK
11:45 – 1:15 pm – LUNCHEON DISCUSSION – “DISRUPTION, DISINTERMEDIATION, AND DESTRUCTION”
Duke Chung, Founder of Parature, CRM industry pioneer
Mark Walsh, Founder and CEO, GeniusRocket;  Chairman, DIngman Center for Entrepreneurship;  Chairman of the Board of Trustees, Union College;  Founder and CEO, VerticalNet
John Backus, Managing Partner of New Atlantic Ventures, Founder of Draper Atlantic Venture Fund, former CEO, InteliData
1:15 pm – MORE NETWORKING AND DEALMAKING
CONFIRMED PARTICIPANTS (partial list):
Over 110 Entrepreneurs and CXOs, plus another 40+ angels and VCs including Core Capital, Novak Biddle, New Atlantic Ventures, CIT, Capital Source, NEA, Maryland Venture Fund, MAVA, MTECH Ventures, Maryland DBED, Ruxton Ventures, Opus8, VentureCross Partners, McLean Capital, National Capital, Starise Ventures, Dingman Center Angels, Blu Venture Partners, Blue Heron, Washingon DC Archangels, Fortify.vc, Endeavor DC, Private Capital Network, APPTEL, Stanford Venture Advisors, MD Center for Entrepreneurship, SunWalker Group, Skada Capital, Keiretsu Forum, CADRE.
EVENT SPONSORS:  


If You Could Give Your Kids ONLY 3 Pieces of Advice…


IF YOU COULD GIVE YOUR KIDS ONLY 3 PIECES OF ADVICE, WHAT WOULD THEY BE?

This question was posed as an “Icebreaker” to our Forum meeting a few weeks ago.

Think about it.  Of all the DOZENS of great ideas you’d like to give your children, what would be the TOP THREE?

Here are mine:

1.  THINK for yourself – To live a fulfilling life, you have to think independently.  This is how you can create a world of limitless possibility.  Question everything!  It’s OK to listen to “conventional wisdom” and advice that people give you, but YOU have to ultimately form your own opinions.  This is what the best LEADERS do, whether they are leading a company, a family, or their own lives.

2.  Always maintain your INTEGRITY – In the end, you have only 2 things:  your memories and your name.  And your name and reputation live on.  By keeping your promises and doing the RIGHT THING, you will sleep soundly at night and have peace of mind.

3.  Find your PASSION and give 100% – Life is very short.  You don’t have much time, so make the most of it by doing what you LOVE and giving your ALL.  It’s not easy to find your passion. Maybe the search will be painful and long, but you will find it at some point.  And the feeling of satisfaction knowing you have given 100% brings tremendous contentment.

My Forum Brothers all had awesome Advice as well:

Find Yourself.  Be True to Yourself.

GIve and Get Love.

Be Present – Take in the Moment.

Work Hard

Enjoy Life

Be Respectful

Listen Carefully to Advice Along the Way

Modulate Your Emotional Highs and Lows

Embrace Difficulties and Hardship – They are a Catalyst for Growth

Love Your God and Love Your Neighbor as Yourself

Find a Life Partner Who Shares Your Values and Life Experience

In Your Profession: Be Good at It, Enjoy It, and Make Sure It Pays Well

What Top 3 pieces of advice would YOU give to YOUR kids?

Thanks for reading, and please subscribe!

Featured image courtesy of aldrin_muya licensed via creative commons.