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

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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 Build a Company Culture That’s Sustainable in Any Market

This is a Guest blog post from Ines LeBow.

10 Quotes on Organizational Change To Inspire Teams | Change ...

 

Herodotus, the ancient Greek intellectual who became known as “The Father of History” coined the phrase “Culture is King”. Companies rise and fall based on their culture, and challenging situations like we’ve faced here in 2020 test company culture to determine if it’s real or just a façade. In a recent article, I gave advice on how to “Pandemic-Proof Your Funding Pitch Deck”, but as an entrepreneur, are you really able to pandemic-proof your company culture? The answer is a resounding “yes”! In fact, you can create a culture that thrives in any market situation, including Covid and beyond.

 

Leadership-Driven Culture

 

How you, the entrepreneur, and the executive team lead at the outset of your business and through “normal” times sets the tone for your culture that will carry you through times that are trying. As Frances Hesselbein so succinctly put it, “Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”

 

For the leadership team that truly prioritizes the culture of their organization, there are a few core values that will be emphasized down the management ranks to the front-line employees and a call to have the actions of all personnel align with these values. The top core values include:

 

  • Two-Way Communication – Consistent and ongoing opportunities for the executive team to interact with staff (both speaking and listening) and for all team members to interact with customers (again, both speaking and listening)
  • Engagement – Fostering a sense of ownership and a common purpose throughout the organization to energize all employees and get them working toward a uniting vision
  • Wellness and Balance – Setting policies that value employees’ work-life balance, mental and physical health, and general wellness
  • Programs and Tools – Enacting programs and implementing tools that allow employees to thrive in personal and professional development, workplace collaboration, idea innovation, mobile and remote work setups, knowledge sharing, and more

 

 

The combination of forced and voluntary business shutdowns that occurred nearly overnight as a result of the Coronavirus response quickly led to 88% of companies that either required or encouraged their employees to work from home, according to a Gartner survey. Some companies were ill-prepared for this rapid shift. Many of the companies with the technical capabilities for hosting a truly remote workforce, however, lacked the type of culture that would keep employees engaged, communicating, and thriving when not in an in-person environment.

 

Having a great framework in place is essential and must include employees who come to a physical office location as well as employees who work from home, in the field, or from a remote office. As companies return to work, executives and board members are going to re-imaging how the company operates. The old approach of leasing large office spaces may alter significantly, causing companies to adopt a more aggressive mobile and remote work model. Re-thinking how these core values that contribute to the corporate culture can be dealt with is just as important to strategize over.

 

To learn more about creating an engaging culture or how to create an epic fundraising story for digital presentations to investors, contact me for a complimentary consultation by phone at 314-578-0958 or by email at ilebow@transformationsolutions.pro.

 

Ines LeBow is the CEO, Transformation Executive for ETS. She is a known catalyst for business operations, bringing 30+ years of hands-on experience. Ines has a long history of being recruited into senior executive roles to improve the execution of business operations and to drive revenue growth. You can see her LinkedIn Profile at http://www.linkedin.com/in/ineslebow, view the ETS website at http://www.transformationsolutions.pro, or email her directly at ilebow@transformationsolutions.pro.

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.”

Smart People Might Be Killing Your Strategy

This is a Guest blog post from Mark Haas, CEO of the Association for Enterprise Growth. He helps boards and executives create powerful strategies to help them make decisions with greater confidence, impact and pride.

 

Fotolia_60434083_SCorporate restructuring, M&A, competitive intelligence, strategy, new product development, and process reengineering.   One thing required for success that they all share is the need for the best and brightest. The smartest person in the room. World class minds to solve world class problems. Top grads from the best schools.

I disagree. While intellect has its place in business, being smart is no replacement for creativity, agility, innovation or insight. Yes, sometimes these capabilities are rolled into one person, but rarely.  Several decades helping clients create strategy has led to some insight into where smart is a help and where it can be deadly.

You wouldn’t want only the “smartest” surgeons, engineers, artists or teachers wholly responsible for your welfare. You’d want the right team of individuals, each bringing appropriate skills for the task. Creativity is about being able to see alternatives. Agility requires anticipation. Innovation is more about flawless execution than the up-front ideas. Insight needs, well, a lot more than intellectual horsepower.

The Risks From Being Smart

Being smart has a huge downside for humans. It derives from how we were raised, trained, rewarded and placed in corporations. As children, most of us were rewarded for being on time, orderly and respectful of adult norms. In school, being smart was equated with getting the “right” answer, quickly. Most professions promote a body of knowledge that implies adherence to widely accepted professional standards. Our advancement in most business settings is a result of knowing the right people, performing well on tasks and knowing the rules of promotion. All this seems appropriate because it is so familiar.

In strategy formation, high intellect can be a hindrance; in a team of only “the smartest of the smart,” it can be a disaster. Especially in an increasingly VUCA world, there is no single answer and the first answer is often not the best answer. For the highly intelligent person, the learned (both personally and socially) rigidity and linearity of problem solving to reach an elegant, perfect solution gets in the way of seeing the possibilities of which powerful strategies are made.

Use Smart, But Leverage It

The solution is not to ban smart people from the strategy team. Rather, recognize that the skills you need for a powerful strategy team go far beyond intellect. A high-horsepower car engine is great in theory but is useless without fuel injectors, cooling system and brakes. Fill your team with staff (this also applies to external advisors) who can turn off their brains for a bit and participate more fully in the other essential parts of the strategy process.

 

Mark Haas is CEO of the Association for Enterprise Growth. He helps boards and executives create powerful strategies to help them make decisions with greater confidence, impact and pride. He works with companies and nonprofits to develop strategies, create and validate business models, and execute with discipline. Mark is also an international trainer, facilitator and speaker in ethics, strategy and performance management. He can be reached at  mhaas@enterprisegrowth.org and (301) 442-5889.

Caring is Sharing: Show your compassion for others during this very challenging time

This is a guest blog post from Shellye Archambeau, humanitarian, author, speaker, tech CEO and Fortune 500 corporate board executive.

 

Shellye-Archambeau-1.jpg

“Noel, caring is sharing!” my five-year old granddaughter reprimands her three-year old sister, who doesn’t want to share her toy.  It’s a mantra my daughter uses to teach her children. As I witness this exchange while I “shelter in place” with them in Tampa, Florida, it strikes me that the whole world needs to be reminded of this simple concept.

What do we need to share? Compassion. Simply said, demonstrating compassion means to show kindness, caring and a willingness to help others.

Each of us is being affected in very different ways.  For some, it is a real inconvenience, but work and life for the most part continue. Our meetings have turned into video conference calls. Our normal support infrastructure has vanished, childcare, school, household help, etc…  We aren’t able to gather for celebrations such as weddings, birthdays or a friend’s successful battle against cancer. Worship, gym exercise and self-care routines are being disrupted. Our travel is curtailed. These impacts are a nuisance, but frankly not that hard.

At the other end of the spectrum in addition to the tens of thousands of people battling the virus itself, there are many people out of work or whose businesses are fighting for survival.  They are facing real hardship and there are a lot of them: hairdressers, retail and restaurant workers, performers, event planners, housekeepers, etc. The federal reserve reported last year that 40% of Americans don’t have $400 in the bank for emergency expenses. I know the government is also working on stimulus packages for Americans and business owners however the ramifications of now several months without pay will be felt significantly. If we all can take some measure to support, help, comfort and lend the proverbial hand – it will make a difference.

I had the honor of meeting and speaking with the Dalai Lama several years ago.  Compassion is one of the key tenets of his teachings.

Compassion brings inner peace and whatever else is going on, that peace of mind allows us to see the whole picture more clearly.” Dalai Lama

Research backs up the Dalai Lama statement.  The Greater Good Science Center at UC Berkeley has conducted research that supports the premise that leading a compassionate lifestyle improves both mental and physical health.  “The reason that a compassionate lifestyle leads to greater psychological well-being may be that the act of giving appears to be as pleasurable as the act of receiving, if not more so. A brain-imaging study led by neuroscientists at the National Institutes of Health showed that the “pleasure centers” in the brain—i.e., the parts of the brain that are active when we experience pleasure (like dessert, money, and sex)—are equally active when we observe someone giving money to charity as when we receive money ourselves!”

Now is the time to help where you can.  A couple in my Mountain View neighborhood literally started knocking on doors of neighbors who they didn’t know to see if people needed anything.  They met several elderly people who indeed needed help with grocery shopping. Another person in my Nextdoor Whisman Station community reached out to offer to talk on the phone with anyone who needs to talk to someone, to rant, combat loneliness or for any reason at all.  I’m continuing to pay my housekeeper and my hairdresser for my regularly scheduled appointments even though the services aren’t being provided. Their income is being severely impacted by the necessary Shelter in Place policies.

So, find ways to show your compassion for others during this very challenging time.

  1. This can be done through donations to charities that support the most vulnerable in our society.  Such as the American Red Cross who is facing massive blood shortages due to blood drive cancellations, your local food bank, Meals on Wheels who feeds the elderly, No Kid Hungry which deploys funds to ensure that kids don’t go hungry especially with schools being closed, etc.

  2. You can also financially support the Arts or your local businesses.  For those not in a position to help financially, you can give the gift of time or effort.  For example, there are thousands of people in nursing homes whose families can’t visit. Call one and offer to speak to residents on the phone.  Many high-risk people are afraid to go to grocery or drug stores. Offer to do their shopping when you go.

  3. Use your influence as a leader in business, offer free coaching, support, or tools that can be readily provided to help struggling small businesses and entrepreneurs. Not sure how to get started. Check out organizations such as Score.org and businessadvising.org, both of whom provide confidential business advice through a network of volunteer business people.

  4. Now is a time more than ever to be a mentor within your company and community. For example I launched online “Ask Me Anything” live sessions to provide perspectives and support to people working through professional or entrepreneurial issues.

  5. Give your teams the ok to share their concerns, etc..  Sometimes people just need to be heard and know someone cares about them. There’s also a lot to be learned by just listening to the challenges and issues faced by team members.

We are in this together and together we will get through this just as we have overcome past crises.  I believe that most of us are compassionate people. Let’s all take at least one action to demonstrate it.  As my granddaughter said, “Sharing is caring”.

Reference link – https://ceoworld.biz/2020/04/10/caring-is-sharing-show-your-compassion-for-others-during-this-very-challenging-time/

Shellye Archambeau is a humanitarian, speaker, author, technology company CEO, and Fortune 500 Board member.  She is the author of Unapologetically Ambitious and a leading figure in Silicon Valley. She sits on the boards of Verizon, Nordstrom, Roper Technologies, and Okta. She is the former CEO of MetricStream and former President of Blockbuster. Please follow her at http://www.shellyearchambeau.com

How Technology Has Transformed Conversation From Dancing Into Boxing

This is a Guest blog post from Mark Haas.

We use various forms of communication to inform, entertain or influence. Depending on intent and circumstance, we may use various technologies to send and receive. Voice, gestures, hand signs, smoke signals, radio, email. The availability of technology offers new ways to communicate that are offered as improvements in speed, cost and convenience. However, while the purpose of communication remains, new transmission mechanisms often alter effectiveness and outcomes.

Specifically, the advent of email, text and video formats have disrupted communication from bi- or multilateral to a one-way broadcast. Expectation of a reply is no longer assumed, expected or, in many cases, even desired. I want to say what I have to say to not just a specific person, but to anyone who will listen — or at least receive my message.

Communication Protocols

Just as standards make processes and products more efficient, communication protocols make communication more effective. Protocols exist in almost every industry and profession. They evolve over time to improve transactions.

But protocols don’t just involve technical, mechanical matters. They have to be used by everyone in the system. This means people have to appreciate their usefulness and use them. Just as Hyper Text Transfer Protocol (http) exists to facilitate standardized and efficient Internet communication, so too do social protocols facilitate interpersonal communication. If someone tried to set up a new Internet protocol, it would take time and effort to get people to adopt it, if they ever did. Similarly, using varying social and communication protocols would hinder, in some cases cripple, communication.

Argumentation is defined as the search for the truth (although the term has been somewhat corrupted lately to mean being disagreeable). Effective argumentation includes what is known as the burden of evidence (support what you say with presumably unassailable facts) and the burden of rejoinder (elevate the discussion when presented with facts by another).

This is what is being violated regularly, unwittingly at first and now possibly intentionally. It seems that social media only warrants a statement, unsupported by evidence when challenged, of one’s opinion. When challenged, the response is to attack, deflect or ignore. While not all discussions follow this pattern, one could draw the conclusion that social media is not a place to explore the truth. Argumentation has just become argument.

This is not miscommunication, where people do partially or wholly miss the meaning or intent of the message. This is more fundamental. It is the lack of desire by the sender for the recipient to respond. It is the lack of intent to participate as much as it is to send. How many people have asked to see a picture of what you had for breakfast? Are you expecting to engage in a dialog about it or are you just “letting people know?”

Dancing

For purposes of this conversation, dancing refers to ballroom dancing. Two people are a team. Their activity requires cooperation and mutual intent.

They send messages through their eyes, voice and gentle pressure on hand, shoulder and back. Two well practiced partners (and they are called “partners” for a reason) move as one, each seeking to anticipate and respond to the other, in the interest of mutual understanding and enjoyment. Even a mishap can be accommodated easily by an attendant partner. The combination of two (or many) can be entertaining and inspiring.

Boxing

Boxing is a contest between two adversaries, opponents, a challenger and a champ. The expectation of all who participate in, and observe, the contest is that one will win and the other will lose. Each has developed a plan to overwhelm the other. They trade punches with the desire that each punch will end the fight. Once the “knockout” has been delivered, the contest is over.

With such ease do we send a text, post a video or send a Tweet. We don’t even have to know who will receive our message, when they will get it or even if they will respond. And we are OK with this.

Can We Teach Boxers to Dance?

It has become easy to send a message without expecting a reply because we expect to be removed from an immediate social response. Without facial cues or body language, or immediate verbal/written response, there is no feedback that could effectively elevate the conversation.

We issue opinion, compliments or vitriol, sometimes not even knowing how our words will be received. Because of this disconnect, we often forget that we may have started a conversation. A conversation that might as easily be received as an invitation to argumentation as a sucker punch.

There is a difference between talking to an individual and to a crowd. Part of our challenge is to know the difference requirements in how we talk to each.

Another part is recognizing that our responsibility in a conversation is to assure our message is received as we intended, and that the conversation is beneficial to all parties.

I’d much rather interact with Fred Astaire or Ginger Rogers on the dance floor (if they’d have me) than Muhammad Ali in the boxing ring. I’d also rather have a deeper and insightful conversation than lobbing, or receiving, insults.

Let’s all learn to dance better.

Mark Haas helps boards and executives create powerful strategies to help them make decisions with greater confidence, impact and pride. He helps companies and nonprofits develop strategies, create and validate business models, and execute with discipline. Mark is also an international trainer, facilitator and speaker in ethics, strategy and performance management.
Mark Haas
CEO, Association for Enterprise Growth
(301) 442-5889

Scaling a Hypergrowth Enterprise – Part 1 (People)

Each January for the past 5 years, I have had the privilege of presenting on “Scaling a Fast Growth Enterprise” to a group of MBA students who attend a 3-day “Start Up Bootcamp” run by John May of New Vantage Group and Tim Meyers of Capital Trust Ventures.  Students come from all over the country including UVA Darden, UMD Smith, U Michigan, Duke Fuqua, and others.

This Post is the first of a series of posts on the topic of scaling a hypergrowth company.  At CyberRep, we were able to grow our top line revenue from $550,000 to $22.5 million in 5 years. We then grew from $22.5 million to over $80 million in the subsequent 4 years. In retrospect, there were FIVE KEY ELEMENTS that contributed to our ability to grow so rapidly while maintaining high degrees of both client satisfaction and retention, as well as employee morale and retention.

These 5 elements are:  PeopleCultureScalable CustomersProcess, and Capital.  In these next few posts, I will explain in more detail my thoughts on each of these key elements to scaling a hypergrowth enterprise.

PEOPLE

Everything starts with people, no matter what kind of business you are in. Success begins and ends with getting the right people on Jim Collins’ proverbial bus.

Hiring – We look for 4 key characteristics in our people:  Integrity, Passion, Energy, and Execution capability.  In short, we want players who have high integrity, love their work (because passion is authentic and infectious), have huge reserves of energy (because all hypergrowth organizations require personal and group energy), and folks who can get the job done (critical for thrilling clients).

2 more important traits – flexibilty and resourcefulness.  We need staff who are flexible because plans change in a highly dynamic environment.  Further, since capital and human resources tend to be scarce in organizations which are stretched thin to support rapid growth, we need people who are resourceful and can do more with less.

Staff for the present but keep the future in mind – Every small and growing organization wants to hire the big guns, the heavy hitters whom you may not need right now, but whom you will surely need down the road.  However, you need to focus on the present tasks at hand, so it’s more important to get the best people for the job NOW, than it is to hire for that “future” position prematurely.  Predicting growth is very difficult, so staffing plans are seldom at an “optimal” level.  You will always be overstaffed or understaffed, depending on where your company is in its growth curve.  The key is to make sure you take care of today’s business while keeping in mind the future potential for personal growth of your new hires.  Not everyone will keep growing as the company grows, but that does not mean these folks can’t make important contributions.

Can your people adapt as the company grows?  Every team consists of diverse groups of generalists as well as specialists.  In early stage companies, there is a greater need for utility players, a.k.a. Generalists.  As companies grow, they start to need Specialists to fill specific roles.  The faster they grow, the greater the need for specialty positions.  Can your generalists make the transition?  Do they have the personality, ego sublimation, people skills, and technical expertise to transition, if necessary?  These are key questions which leaders face when hiring and developing their talent in hypergrowth companies.  In my experience, most generalists can’t make this difficult transition and are often left behind as a company grows.  I think it’s important for top leaders of hypergrowth companies to be cognizant of this transition risk and try to mitigate it by providing training and development opportunities to their A Players.

In the coming days, I will talk about the other 4 elements in scaling a hypergrowth enterprise:  Culture, Scalable Customers, Process and Capital.