Advice From the Top Read online

  Did you know?

  Duke was one month from defending her Ph.D. in psychology when she proposed marriage. While living in “romantic poverty” she began playing poker to pay the mortgage. Won $70,000 in her first month.

  Advanced to the finals of Celebrity Apprentice, where Donald Trump fired her rather than comedian Joan Rivers.

  Do you believe in miracles!

  — Mike Eruzione, captain of the 1980 U.S. Hockey Team on beating impossible odds

   Miracles are one part luck, nine parts hard work.

   Game winners aren’t luck. They’re practice and preparation unless the shot bounces off somebody's head and goes in.

   Walk out of the office every day knowing that you've given your best. It boils down to a work ethic.

  “My dad told me that if I understand the value of work, at some point in life I’ll be successful.”

   When you fail, take all that hard work and apply it to something else.

   Peace of mind is important. If you're facing long odds, ask yourself if you have inner strength.

   A lot of dreams have long odds. Like a struggling actor, you must be happy waiting tables. If you’re happy, dream on. If your miserable, move on.

  “Don’t make excuses. It’s your life.”

   Better to hire hard workers than top talent. Work with people who want to be their best. Believe in the people you work with. Do that and you win with less talent.

   Employees want discipline. If hockey coach Herb Brooks yelled at me I would get mad and work harder. But he never pushed us to injury.

   Everybody is motivated differently.

   “Some guys are challenged when the boss gets in their face. Others need an arm around them.”

   Demanding leadership is most effective when used sparingly in the right situations.

   Hire people who are different. They may have earrings and tattoos. Great leaders change with the times, yet maintain their philosophy.

   Faith creates miracles. Believe in yourself. Believe in co-workers. Believe you can beat long odds.

   If you believe you're going to lose, you probably will.

   Life is miraculous even without a Miracle.

  Did you know?

  Eruzione was team captain of the 1980 USA hockey team that scored the biggest upset in sports.

  The USA was seeded No. 7 and had lost to the Soviets 10-3 two weeks before. The Soviets had won 21 straight Olympic contests and had not lost gold since 1960.

  The USA tied the game at 8:39 in the last period.

  Eruzione scored the game winner 81 seconds later. It went in by a quarter inch.

  “You need a bit of luck. But guess what? My shot wasn’t off. It was right where I shot it.”

  The story was told in the 2004 movie Miracle that was released months after Coach Brooks died in an auto accident.

  Contemplate your navel

  — Vijay Eswaran, QI Group founder on starting the day with an hour of silence

   Maintain quiet and focus for one hour. No phones, laptops, TV. If you get distracted, start again.

   Take control of where you are, where you want to go, why you need to be there.

   Still the planet, detach and take a good, hard look at yourself.

  “A CEO sometimes has to be a swami sitting on a rock meditating in a lotus garden.”

   The practice is called “mouna” in India – yoga of the mind. Best done two hours before the sun rises, but can be done at the end of the day. Consistency is key.

   The point is to go deeper.

   First, analyze yesterday. Note progress and identify reasons for failure. Derive lessons.

   Second, plan goals for today, tomorrow, next week.

   Third, plan long-term goals. List what you plan to achieve in a year and beyond. Do long-term planning every time.

   Chinese saying: "A beggar lives meal to meal. A peasant lives day to day. A farmer lives season to season. A nobleman lives year to year. A king lives 10 years at a time, but an emperor lives a century at a time."

   Fourth, think on challenges. What you are dealing with. What should you do? Let answers materialize.

  “It's a time of asking questions as you would to a buddy, looking upon your Maker as a guide.”

   Fifth, seek knowledge by reading a non-fiction book or listening to an educational CD for 10 minutes. Summarize what is learned.

   Detachment does not mean dispassion or apathy. It's the reverse. It's the ability to love more deeply, to care, to feel more deeply. One can only do that when not attached to emotions. Emotions get in the way, particularly when they involve the people we love.

   A CEO has souls that are dependent upon him. That makes detachment more vital.

  “Stop letting life pick you up like a piece of driftwood, and throw you back to shore every once in a while.”

   Sixth, commune with the Lord for the last 10 minutes. Ask questions in your heart that need answers. Write it down.

   Walk into meetings with a new armory of information that looks like it's coming off the cuff. Mouna is like an athlete or pianist practicing mentally before they play. It will make you mentally fit, faster on the uptake.

   An hour of silence is like exercise. A person who never does it would rather get shot than get started. Once started, he would rather die than stop.

  Did you know?

  Eswaran is a Malaysian citizen of Indian origin.

  Receives standing ovations from Indian businessmen after speeches that declare "this is India's millennium."

  Took an oath of silence for 33 days after graduating college.

  QI Group is an Asian conglomerate that employs 1,500 people in 30 countries.

  Running with the big boys

  — John Fisher, Saucony CEO 1991-2005 on being David vs. a Goliath named Nike

   Feel like a minnow next to a whale? Do what Dr Pepper does against Coke. Create charisma, ask for loyalty.

   Build dealer relationships. Nike can run a $50 million ad campaign, but Saucony has clinics on Tuesdays for the Happy Valley Roadrunners Club. Accompany customers on weekly runs, do grass-roots and guerrilla marketing. Grow organically.

   Find a niche where you compete against players your own size. Customer loyalty is easier to obtain inside a small niche.

  “Loyalty is key. If you have it, big companies can run ads until they’re blue in the face.”

   Stick with your niche. Don’t make a Dr Pepper cola or Dr Pepper ginger ale.

   Cheer the success of giant companies. Welcome their advertising. The stronger they are, the healthier the industry.

   Hire away smart minds who want less bureaucracy and the opportunity to make an impact.

   Take advantage of being nimble and less bureaucratic. Small companies seldom start trends, but they can react and get to market.

   With every decision, step back and say, “Is this a best practice, or is there a better way to do it?”

   Fly under the radar. Small companies make controversial decisions, such as moving production from Maine to China, without as much negative fallout.

  Did you know?

  Fisher taught economics at Chamberlayne Junior College before joining Saucony in 1973.

  Ran the 100th Boston Marathon in 1996. Time: 4 hours, 30 minutes.

  Passion is racing grand prix sailboats. Winner of several major East Coast yachting regattas.

  When good people say goodbye

  — Eric Foss, Pepsi Bottling CEO 2006-10 on retaining talent

   People quit when they feel under-appreciated. Give your best employees stretch assignments, profit-and-loss responsibility. Raises are often less important than career opportunities.

   A single departure is not worrisome, but watch for patterns.

   Exiting employees blame ineffective managers. Great bosses are the accelerator of high-potential employees. Bad bosses are the biggest decel
erator.

   Leadership is about coaching a teachable point of view.

   It's a myth that all fresh ideas come from new hires. On the other hand, longevity isn’t the same as success. Retain talent, but develop fresh talent as well. Ask: Is this somebody with high growth potential, who can make a long-term contribution?

   No system compensates for a bad hire. Exercise patience. Look for character. Make sure the team will have a shared set of characteristics: courage, the willingness to take risks, confidence.

   Invest in employee development. Some will take their training to other companies. Employee pirating frustrates, but it’s the price you pay.

   Learn from exit interviews. If those leaving say they felt under-appreciated, a culture of recognition needs to be a part of the company DNA.

   Forget about those who leave. Wake up caring about the people who stay.

   Let meetings be contentious and respectful. Intervene if the line is crossed. Encourage people to have a point of view, and make sure they feel comfortable expressing it.

  “If everyone’s thinking alike, then someone’s not thinking.”

   Raise the bar. Provide no place to hide and lethargic employees will self-select out.

  Did you know?

  Foss has a 15 golf handicap and coached the basketball teams of his three daughters when they were young.

  Now CEO of Aramark, a food, facilities and uniform services company.

  God herds cats

  — Israel Gaither, Salvation Army National Commander 2006-10 on a sense of mission

   Begin the day with worship. Make commitments and live them. Don’t exist for yourself, exist to give yourself away.

   Ask God to protect you, your mind, your thinking, your behavior.

   Nobody's perfect. Remind yourself of that and watch for your flaws, not the weaknesses of others.

  “I’m not here to judge. I believe that the way to the best leadership is modeling Jesus.”

   God uses the gifts and efforts of business. People like Joan Kroc, Bill Gates and others are part of the capitalistic nature of America and are giving. Fight the slide into materialism and secularism. Return to root, spiritual values. Salute and humbly thank those doing their part.

   Are you at the right company? The question to ask is: Do I believe in the value and integrity of the product or service?

   Ask: Is this mission worthy? Test new ideas against the mission purpose.

   There's always a tug on leaders. Everyone needs a piece of you. Everyone wants your company to be something different. Be courageous enough to say “that's really not what we do.”

   No job is more insignificant than others. The person who cleans the bathrooms is keeping it attractive so others will feel comfortable.

   When a worker’s not performing, go alongside, pick up, teach and engage. But those who don’t keep up with the standards, practices and policies, they shouldn’t be in that job. Fire them compassionately, with a firm understanding of what's expected.

  Did you know?

  Gaither is known for his singing voice.

  He was the Salvation Army's first African-American national commander. Married to Eva Gaither, a fifth-generation Salvationist. First racially integrated marriage of U.S. Salvation Army officers

  Peter Drucker called the Salvation Army the most effective organization, coordinating 3,700 officers, 113,000 soldiers, 423,000 members, 61,000 employees and 3.5 million volunteers.

  Capitalism vs. Socialism

  — Stuart Graham, Skanska CEO 2002-08 on Sweden’s pros and cons

   For good or bad, nations gravitate toward socialism. Europe is the oldest of Western economies and citizens look for more leisure time and support from the government. Even China will trend toward Europe’s philosophy eventually.

   The key is to find a way to prosper. Sweden is technologically connected. It takes a long-term perspective. There is less incentive to distribute earnings and dividends, so companies invest in the future of the business. Investment pays off in productivity and performance.

   Healthcare is a mess everywhere. Many Americans are uninsured. In Europe, they have universal healthcare, but patients are inconvenienced and their care severely restricted.

  “Waiting six months for surgery is terrible. Who knows what country has the best healthcare system.”

   In all countries, big business has a bad image to the man on the street. It’s counter-intuitive, but the corporate tax rate is lower and the individual tax rate is much higher in Sweden than in the U.S.

   The global economy grows ever intense. There will be no letup in the demands for financial performance. There will be no letup in the demands for social programs. Management is under pressure to get better.

   Sweden’s Social Democrats were defeated in 2006 for the second time in 70 years because adjustments were needed for a stronger economy.

   CEOs everywhere are criticized for being overpaid, even in Sweden where they are paid much less.

   Productivity isn’t country-specific. Workers are willing and unwilling everywhere. Supervision is key.

   Diversity is important, but quotas should be avoided. In Norway, 40% of directors must be women.

   Don’t travel to another country and tell everyone that Americans have the answers.

  “Even if you go from New York to West Virginia, it’s not a good idea to tell everybody how smart you are and how dumb they are.”

   The U.S. is envied for economic prowess and success. As long as it’s on top, it will be unpopular for its foreign policies and politics.

   The greatest opportunity remains in America. Immigrants prosper here.

  Did you know?

  Graham, an American, ran the Swedish construction giant based in Stockholm. If Skanska were a U.S. company, it would have been ranked No. 125 on the Fortune 500.

  Favorite Swedish dish: Salmon. Favorite music group: Not Abba.

  Mopping up the mess

  — Jamie Houghton, Corning CEO 1983-96; 2002-05 on returning as a boomerang leader

   Boomerang CEOs are appropriate when circumstances are dire. Good succession planning is preferable, but a boomerang CEO is better than an outsider.

   Expect to find things done differently when you come back.

   At 68, don't expect to have the energy of a 47-year-old. Slow down. No 50 trips a year. Let the board know you’ll take a measured pace.

   The longer you’ve been absent, the greater the challenge. Court the advice of rising leaders.

   Stay as long as necessary, but not too long. Don’t announce your departure in advance, or everybody will be looking to the next team. Don’t be a lame duck.

  “My druthers is to turn the company over to new eyes and ears.”

   Watch your ego. When you leave for good, the lights don’t go out.

   Don't boomerang twice. The third time is not charm.

  Did you know?

  Houghton’s the great-great-grandson of the company founder. He was brought back when Corning stock fell from $113 to $1 a share.

  There have been many other boomerang CEOs including Harry Stonecipher at Boeing, Henry Schacht at Lucent.

  Collects suspenders from around the world. Avid fisherman. Fan of opera and chamber music. Favorite opera: Don Giovanni.

  Walks several miles a day with a cane after stepping in front of a car in 1993.

  Taking business to school

  — Molly Howard, 2008 school principal of the year on leadership lessons from the world of public education

   Know where you’re going before you lead.

   Have passion, high expectations, and a can-do attitude.

   So what if you’re a school superintendent or CEO. There’s little power in a title or position. Power emanates from relationships.

   Business has an advantage and should retain the ability to fire bad employees and reward good ones with pay r
aises.

  “Education is a zero-reject business. Companies can pick and choose raw materials. That's a big, big difference.”

   Don’t give up on certain employees. Students that succeed in life are usually future-oriented and goal-focused. However, slow-starters can be wildly successful. Valedictorians sometimes drop out of college.

   Revisit Stephen Covey’s "Seek First to Understand, Then to be Understood" (Habit 5 of The 7 Habits of Highly Effective People). When someone complains, leaders don't have to agree, but they must understand.

   Inspect what you expect. Use standards and accountability. Don’t be Big Brother watching, but look at the data to make sure it's happening.

  “Teachers don’t get to spend the entire semester on World War II because they’d like to.”

   The best road to performance is buy-in. It's all William Edwards Deming stuff. Be familiar with total quality management. Buy-in is more powerful than the directives that leaders send down.

   Teachers must see themselves as empowered leaders. Everyone is a teacher-leader.

   Model hard work.

   Be visible at extracurricular events.

   You don't have control over the private lives of your workers. You have control over your beliefs. Believe that all can learn to high levels.

   Sometimes it's not what is implemented, but what you stop doing. Good schools eliminate dual-track, where children take a watered-down curriculum.

   When an assignment is turned in that doesn't meet or exceed the standard, the teacher says, "Do this again. This is not acceptable work." Don’t give zeros. The power of zero is astronomical. It destroys motivation. Just don't accept less than what people are capable of doing.