The New Year “New” Resolution for 2012

As we all recover from a holiday weekend and bemoan the excesses of extreme socialization, the thoughts of many now are focusing on the “New Year.”  

A tradition many executives have is to make their “resolution list.”  The promises they make to themselves to be adhered to “absolutely.”

I was with a CEO recently who was showing me his list.  I noted that it was dated 1999 and with multiple write over…when the obvious question was asked, the response was “still haven’t finished.”

As the intensity of the global recession recedes, and a collective cautious breath is taken in the hopes that the worst may be over, DPC thought it would be helpful to do a quick “Pulse Survey” of CEO’s regarding their commercial resolutions for 2012.

We had over 20 responses and there are emerging trends the top 5 of which are herein listed.

1. Understand Social Media - Many CEO’s acknowledge they do not understand nor appreciate this phenomenon.  This lack of awareness prompted expressions ranging from, “it makes me feel out of touch” to “old.” 
2. Increase External Awareness – Many CEO’s have felt that during the recession they were “too heads down,” and “unaware of what’s new.”  One CEO stated regarding external trends  “unless it was on CNBC I missed it.”  The desire to end the information hibernation was expressed.
3. Global Mindset – The refrain communicated most was “It is hard to keep track of the dynamics.”  There were specific references to the Euro crisis by domestic CEO’s and the “political crisis” in the US by rest of world executives.  The objective of those sampled was to “understand better” to be “less reactive.”
4. Accountability – CEOs indicated that “shared accountability” has suffered during the recession due to “competitiveness” and “paranoia.” One CEO stated the desire “I want to put a stop to the mentality of ‘for someone to win, someone has to lose.’”
5. Pace – This observation was DPC’s biggest surprise.   The focus on pace of life and work, and the desire for more balance were credited to the “new worker.”  “They have the right idea1”  A number of CEOs communicated that the need for enterprise flexibility in dealing with Succession and Continuity Planning is “high on the list.”

Our expectation is that the 2012 list will not be the 2022 list!

The above list is symptomatic of the reflection we have seen in our clients during the year promoting the mentality of “not only do I need to do things well, I need to think about life beyond my office” as well as “a different way of working inside.”

On behalf of Discussion Partner Collaborative and our Affiliates, our best wishes for a prosperous 2012!

The Challenges of Human Asset Unsustainability

As Executives who are focused on Enterprise Growth and Differentiated Sustainability, ask yourself the following questions:

1. How can the Enterprise replenish its leadership population if it’s Succession Plan is based upon incorrect assumptions?
2. How can an Enterprise exploit the talents of, and secure the institutional memory from, Boomers if Human Capital programs are not tailored to balance their unique situations in the context strategic intents?
3. How can an executive maximize their contribution if as they approach retirement they are distracted by the reality that they are bereft of a comprehensive a personal non-financial Transition plan?

The exercise is likely to promote, appropriately, significant concerns?

The two most recent editions of the Harvard Business Review are wake up calls for managers in respect to the emerging challenges in addressing the aspirations of the Baby Boomer age “cohort”.  

Several data points contained in the articles are consistent with recent Discussion Partner Collaborative research and client experience:

• 50% of Fortune 500 Board Members are dissatisfied with the their companies Succession Planning process
• Succession Planning is an insular process usually achieving a level of “seriousness” approximately 18 months before transition
• The rules are being broken in respect to the age of Board Members whereas in 1987 only 3% were age 60, now 30% are 64 or above indicative of both the shifting demographics and enterprise desire for the preservation of institutional memory
• The median tenure of a Fortune 500 CEO is 3.5 years some roles such as CIO’s even less reinforcing the need for disciplined Succession Planning scenario’s

 As reinforcement, DPC research conducted in the Third Quarter of 2011 encompassing  150 Global CEO’s and over 2,000 Executives over the age of 55 concluded the following:

• Succession Plans, if they exist at all assume, without executive consultation, that all will retire at age 65!
• The reality is that Executives have a “range” from “62 to I don’t know but later than 65”
• Over 90% of the Executives in our study would prefer to have a gradual “phase down in time commitment” beginning at age 62 and ending at 66
• Over 80% of the Executives indicated that the existing Human Capital practices did not allow for a “phase down”
• Over 50% of CEO’s stated that they would embrace a phase down strategy if “I could keep a key Executive longer” while an additional 9% stated…..”not sure but should be explored”
• Over 70% of Executives stipulated that the comprehensiveness of their Transition Planning was  predominantly if not exclusively Financial

Research Conclusions

Our research, led us to a working hypothesis focused on the integration of Enterprise and Human Asset Sustainability. We refer to as Human Asset Sustainability.

Our Conclusions are that to be achieved, Human Asset Sustainability, must embody the following Principles:

• Succession Planning cannot be realistic unless those whom are deemed “inclusions” (executives and those in key roles) are consulted in respect to their contemplated retirement timing “without prejudice”, in other words they can change their minds
• The principle of flexibility is a Succession Planning “must have” to maximize leverage and create the most options for the enterprise, executive, and potential replacements
• Human Capital processes must embrace the concept of Phase Down and other manifestations of flexibility to optimize Human Asset Sustainability
• There is a disciplined approach for Institutional Memory preservation leveraging the stated desire of Generation X and Millenials to be mentored by Boomers therefore becoming the repository of their knowledge 
• Transition planning support is highly desired and should be provided to key executives and those in critical roles beginning at age 58…..provided the above Principles are embraced!

There is no question that those of us in the Human Capital domain, whether we are researchers, consultants, or practitioners, need to challenge our assumptions and be more innovative if we are to influence vs. be influenced by, the rapidly shifting demographics. 

We see four major assumptions that require a “re-think:”

1. There is a “set age” when people plan to retire
2. Organizations to be effective require full-time commitment
3. Executives have a well-thought-out Transition plan
4. Human Capital programs currently possess the flexibility to meet the challenges of the Baby Boomer age cohort

The truth that is self-evident is that Enterprise Sustainability will be disenfranchised if Human Asset Sustainability is not an embedded strategic priority.

Board or Bored?

As Baby Boomers contemplate retirement there is the inevitable question being contemplated: “What do I do next?”

A recent CNBC segment referred to 2012 retirement planning as the “no huddle offense.” Essentially there is a need to accelerate not only the economic preparation for retirement: but also the determinants as to how one would spend their time.

Tammy Erickson’s books on Shifting Demographics forcefully remind us that traditional perspectives regarding retirement are outmoded.  In point of fact Boomers are likely to remain active by engaging in multiple activities.

A recent Pulse Survey of over 2000 executives conducted by Discussion Partner Collaborative  posed 2 questions. “How far evolved are your retirement plans” and  “how will you spend your retirement time?”

 The overall answer on preparation was of concern as it indicated that while there had been some time spent “thinking” there was an absence of “planning.”

 The top 4 answers on “time commitment” were as follows:

1. Generate income through part time employment
2. Spend time with the family
3. Focus on physical well-being primarily by playing golf
4. Seek Board opportunities

The focus while clear was not supported by disciplined thinking regarding the “how” other than playing sufficient “golf” in the pursuit of lowering ones handicap.

This was particularly true regarding affiliation as a Board member.  The survey participants while clear on what they could offer as a Board member were less clear as to how to go about securing positions.

The good news is that Boards are valuing the talents of Boomers as an example the October 2011 edition of HBR suggests the rules are being broken in respect to the age of Board Members whereas in 1987 only 3% were age 60, now 30% are 64 or above indicative of both the shifting demographics and enterprise desire for the preservation of institutional memory.

However, for those whom have never been a Board member, it is not analogous to a Field of Dreams “if they know I am available they will come”!

Based upon our experience we would recommend for both NGO and/or Commercial Board opportunities the following steps:

• Proactive networking with all in your “Rolodex”
• Establishment of relationships with entities which match Board needs with aspirants capabilities
• Explore Social Networking sites on NGO’s with the “assumption” that a need exists for advisory support
• Play a lot of Golf while you are securing the opportunityJ!

You Can Assess Competency by Starting at the Backs of an Audience’s Heads

I recently attended a seminar sponsored by a potential alliance partner for our firm.  The objective was to hear their   “thought leader” present their enterprise point of view on “The Implications of the Aging Workforce on Employee Engagement”.

As is the wont of air travel these days I arrived at the session late and to avoid being rude or conspicuous I slipped into the back of the room.

The presenter although polished in style, and aggressive in expressing “my point of view”, was bereft of any recent data to support their conclusions.

In point of fact their data would have been more aligned with the times if their attire had been a lime green leisure suit.

As I was settling in thinking, “well this was a brilliant idea” and wondering “can I get an earlier return flight”, I had an epiphany.

I realized many in the audience were entranced with the “facts” being put forward…..they were lacking in context and how no clue that the data was no longer even useful in the context of a) a global workforce, b) engagement levels that were declining even before the recession, c) the challenges of managing a workforce with four cohorts all of which desire different levels of support from an employer, and d) the emerging complexities of managing the digital tribes promoted by the emergence of social media.

How did I know, psychic that I am not, it was the “tell” from watching people nodding their level of interest and agreement.  MANY of the HR professionals in this particular audience were learning of the aforementioned human capital challenges for what appeared to be the first time(look for the nodding of yes and neck leaning forward)

Be reassured that there were those like me who had the glaze of boredom and were also unobtrusively looking at their watches (look for the head dropping straight down or to the left to look at the wrist).

The torture ended eventually and insincere as I am I was gracious in my thanks and compliments…..yet I was struck by a line from Michael Douglas in the American President (don’t go there), “serious problems require serious people to create serious solutions”.

Like a lot of Consultants I have been on the platform and candidly live in dread fear that my audience is in possession of more relevant or timely data than I therefore making my effort pedestrian.  It is the intellectual curiosity of the audience I rely upon to keep me honest.

My conclusion from this unscientific polling technique is that those of us in leadership positions, particularly in Human Resources have to have higher standards for what constitutes “thought leadership”.   The alternative is we will be treated to a steady stream of presentations by those who really have nothing to contribute in pushing us to address some very serious issues.

The Contradiction Between Aging and Clueless

As the recession dissipates and the need for experienced talent resumes, there are two demographic issues that will need to be addressed.

The Need to Embrace the Contribution of the Older Worker

A recent Wall Street Journal article spoke of the challenges the legal profession has in maintaining as Partners those over a certain age.  The article spoke of a Partner who still practices at 79, who was challenging in court the position of his firm that he was “too old to fulfill the obligations of being a Partner.”

The article went on to speak about his actual productivity (among the highest billing), scholarship (a regular contributor to legal journals and opinion pieces), and reputation as a mentor (younger Partners revere him as a mentor).

So beyond age… why this dilemma?  His legacy firm stipulates that it was being prudent and needs to have a “mandatory retirement age” to make way for “younger Partners.”

So in the legal profession, as is the case in other sectors such as accounting, contribution is not a consideration……the main one is age!    Hmmm…

Vitality is not a function of years…..it is preparation, outlook, health, and intellectual curiosity…..

Speaking of which……

The Need to Understand the Mental Model of the Younger Worker

A recent survey at Beloit College of incoming freshman had some interesting results.   When asked for example, “Who was Michelangelo?” The response was “a computer virus.”  I thought this was obtuse until it was explained to me that in fact there was a computer virus called Michelangelo.

As a Boomer I thought it would be interesting to create my own quiz and of course answered my own questions as if I was a Freshman (I Wish!)

1. What was The Cold War? – One fought in the Arctic
2. What was The Long March? – The first Marathon
3. Who was Beethoven? – A Dog who starred in a couple of movies
4. What was the Kitchen Debate? – An argument my parents had in the Kitchen
5. What was the Palmer Method? – The swing of an old golfer
6. What is a Fountain Pen? – A fountain in the shape of a Pen
7. What is a Pop Tart? - OK this one would be timeless

So which is more compelling, the answers of the incoming Freshman or the fact as a Boomer I did not know there were “2 Michelangelos”?

And more importantly is this an issue of age, intellect, or exposure?

Reconciliation of the Apparent Contradiction

As I was draftring  this blog post, I consulted others by Tammy Erickson (www.tammyerickson.com) and my nephew Sean, a former Army Captain currently in Grad School in Germany (http://seanmaybeheard.wordpress.com).

In reviewing their writings, the WSJ article, the Beloit study, and most importantly my pro Sistine Chapel response, I was thinking… maybe this “you lose it with age thing has some merit”!

NAAAHHHH!

There are too many aspirations all who work have in common:

1. The desire to be respected
2. The desire to be recognized
3. The desire to be mentored
4. The desire to be challenged
5. The desire to be provided opportunity regardless of age!

The disconnects we note and laugh about to the point of cohort mutual mocking, are not a function of age….there are more accurate explanations. 

Having given this apparent contradiction some recent thought I have concluded it is an issue of understanding and tolerance. 

Moreover as we will need the energies of all who wish to work to be effective whether we speak of societies or enterprises, we had best table the ridicule and focus on more understanding and tolerance.

CEO Lessons Learned 3 – Dude: Where is my Money?

Tammy Erickson (tammyerickson.com) has written a number of books regarding the generational differentiators and in so doing has sensitized many to the difference in aspirations among the 4 cohorts in the Global workforce(Traditionalists, Baby Boomers, Generation X and Generation Y).

Generation Y or the Millennial group is and will be a managerial challenge for quite some time.  To those of us in the Boomer cohort effectively acting as mentors and managers of this group, it is exhausting. They ask the Question “Why?” incessantly and take unction when they are not consulted by the C-suite in respect to enterprise strategy.

At the risk of being pedestrian…. let’s follow the money….

There are emerging 3 truisms with respect to Total Rewards:

1. Don’t hire anyone at my peer level, give them more money, and expect I won’t find out!
2. Pay me at a level that is commensurate with my performance and self assessment of same…
3. Forget the stock that will vest in 5 years……I won’t be here…

Einstein’s definition of insanity – “continuing to do the same things while anticipating a different result” – applies to many of the Total Rewards approaches in force globally.

 The lessons learned by many of our clients is that unless the Total Rewards strategy is sensitive to the aspirations of this cohort, and then Compensation will be de-motivational, and controversial.

CEO Lessons Learned 2 – Critical Constituencies

In our client work we often get a chance to discuss with CEOs matters that evolve into significant lessons learned for our clients and ourselves.

The Role of Critical Constituencies

As we exit the global recession it is essential that we remind ourselves of the need to clearly identify what are the most critical roles in an enterprise, and whom are the most essential incumbents in these areas.

The following derived from a recent client experience.

One of our clients is a large global insurance company.  When the CEO was asked,“what are your critical roles”, his response was “my direct reports.” When we probed a little more aggressively we determined that the most important role, or what we refer to as “Critical Constituency,”  was in fact the Actuaries.

When we met with the Actuaries we found that they felt very disenfranchised and in fact were “counting down the days”! What was even more compelling was that the average age of this group was 59! 

As we would expect Actuaries understand retirement!

This group was treated as if they starred in The Revenge of the Nerds.  They even had  their own tables in the lunchroom.

When we looked at the external marketplace we discerned that despite the recession the profession is not exactly a magnet for new recruits.  After all who wants to take exams for the rest of their professional life!

When we informed our client of their risks…. he did an outstanding job of recovering lost ground with the adage…. “Sheer panic brings clarity of thought.”

CEO Lessons Learned 1 – Differentiation

In our client work we often get a chance to discuss with CEO’s matters that evolve into significant lessons learned for our clients and ourselves.

 The Dilemma of Differentiation

The most recent edition of the Harvard Business Review focused on Talent Management highlighting a Center for Creative Leadership study on High Potentials.  The findings highlighted the need to reconcile the fact that High Performers are not always High Potentials. 

 The article also indicated a need to insure that assessment protocols or “rack and stacks” are based upon enterprise reality vs. a rigid application.

 The following was derived from a recent client experience.

 “A global Financial Services company over the years had introduced the Differentiation espoused by GE whereby each year the “bottom 10%” were invited to leave the company.  The selection of 10% was somewhat arbitrary as those in GE would be the first to acknowledge.

 As we entered the recession many companies used many formulas to restructure.  Those whom are being brutally honest indicate that the recession allowed them to pare down the ranks “starting with those who should not be here”.  

 So the hypothetical question we posed to our client “why are you continuing to arbitrarily take out 10% of your now significantly reduced workforce?”

 The recession has increased enterprise productivity because of the significantly reduced workforces.  In this client’s instance they acknowledged that among the 10% who would be leaving in fact had some terrific performers in the population. 

 Eating chocolate to excess will make one heavy….as will dismissing good performers to adhere to an arbitrary percentage set when times were different, will reduce the enterprise IQ.

Chronic Unemployment – Some Context

In 1973, a 23-year-old college graduate, oldest of seven children, was discharged from the military and sent home due to the death of his father. To add to his challenges of helping with his family was that the domestic U.S. was in a recession…. a bad one!

His journey of seeking employment was convoluted: newspaper advertisements, employment firms, Veterans Administration, networks, friends… The search lasted for over 6 months, during which the frustration, powerlessness and anxiety led this person to formulate the opinion that wanting to work, needing to work, and not being able to was among the worst of human conditions. Ultimately he found a job!   

This recession with domestic unemployment hovering at approximately 10% and globally just as serious has created many victims who are trying valiantly to cope with similar circumstances. This situation is more difficult to understand because the root cause of this recession was not oil, it was greed, stupidity and carelessness.  If you doubt this, read the business and consumer press, or just tune in CNBC.

As we reassure ourselves that the recession is ending and the horizon is more optimistic, we remain mindful that unemployment remains high, and that the quiet suffering of those trying to cope is very real.

Recent studies have indicated that those “above a certain age, with general management skills, from certain sectors” will remain unemployed for at least 6 months and likely “underemployed” for an extended period even when work is found.

There are many stories about how people are coping: but spirits flag and reality is daunting. The end of this state for many is still further down the road than desired. 

There is a movie out now, “Up In The Air.” Those of us who travel extensively for a living are hearing a lot “you remind me of George Clooney even though you look like a frog.”

Yet as the 23-year-old mentioned above and having an “Up In The Air” lifestyle for over 30 years as a consultant, I identified not with Clooney character – but with those who were being displaced. 

To those whom are still navigating to the next stop on their professional journey, be advised I, and those whom during our careers have been in similar circumstances, will silently applaud your eventual success.

Coaching for Peru

(The following is a recent interview of Tom Casey by the Peru American Chamber of Commerce on the topic of Coaching for Peru.)

 Tom Casey is an expert in the development of organizational transformation strategies for rapidly growing multinational or transitioning corporations. He has consulted in over 20 countries and virtually every economic sector. Moreover, he is the founder and Managing Principal of Discussion Partner Collaborative, an Executive Advisory firm with over 200 consultants in 19 locations.

 While on one of his many visits to Peru, he shared with us his point of view on how much our country has changed during the last few years, as well as the positive impact its economic boom has had on its professional management level. From his experience in Latin America, he applauds the good performance standards from Peruvian high executives, as he has personally worked with many of them, from sectors as diverse as banking, services, manufacturing, and construction. Although he tries not to compare directly, probably because of the evident different contexts, he cannot help but indicate that  Peru has much going  for it in comparison to other countries in South America like Venezuela where he has lived and worked. Truth be told, AMCHAM has to agree that for any American interested in international affairs (this probably goes for anybody from outside this region for that matter), Latin America is a perfect example of opportunities, tensions and extremes.  Tom indicated for him and his U.S. colleagues that after working in Latin America everywhere else seems boring!

Nevertheless, it comes clear to Tom what advantages Peru has in order to be regarded as a successful economic and business model for emerging countries. First of all, he points out that Peru enjoys the right strategy and vision to develop and prosper, thanks to highly skilled managers continuing to reach decision-making positions. A lot of Peruvians have correctly invested in themselves during the past couple of decades; evidence of this is the appropriate leadership style that Peru has adopted to improve both its international image, as much as the “system’s” image to common folk in most parts of the country.  Tom ventured that since 1994 when he first began consulting in Peru there has been tremendous change in how leaders position themselves to compete globally

Of course, one cannot talk about Peru without mentioning its tremendous potential with regards to its raw materials and acute financial services, as well as its wonderful tourist attractions, ancient history and renowned cuisine. Peru’s sheer size is a plus, both geographically and demographically: unlike many other emerging economies, Peru has the right population density, growth and age segmentation, in other words, we have the right amount of eligible young work force. What is more, and thanks to the economic sprint, the earnings potential vis-à-vis our country size has greatly improved (not to mention our per capita consumption figures have started to attract important investments, as more and more companies open offices as they see Peru is good business).

Notwithstanding, it is not all cheers and glory for us, as we do face many challenges with regards to our top executive human capital. Despite all the improvements, Tom does sense Peruvians have to work on a number of managerial skills. For instance, he has seen good project management skills, but they could certainly be better; and a person’s performance may not always be duly recognized, nor bad performance sanctioned. Women’s talent is not fully exploited, as seen on the percentage of those with university and advanced  degrees (one of the lowest in the region). Last but not least (and most countries in the region can relate to this), the never-ending accountability issue (the lack of a Spanish word for it does not help either)…which may also explain our unpunctuality.

Tom stated that the biggest change he has observed is his enthusiasm whereby managers are now aggressively challenging their strategies, business models, subordinates, and themselves to ensure that our tremendous opportunities are exploited. 

When asked for suggestions for Peruvian managers, Tom had a number of them: “Think globally as Peru is clearly a player in the regional and world economy; continue to assertively develop talent inclusive of expanding opportunities for female executives; reinforce the need for managers to hold themselves accountable for achieving expectations; and finally to reinforce motivation, by differentiating the reward strategies allocating the monies to those who have performed the best.”