Archive for June, 2007
In case you missed this oped in today’s (27 June) New York Times by columnist Thomas Friedman, this is a must read for those interested in reputation. Certainly made me stop and think and believe me, no one is going to recognize me in the airport. However, I could not help but think about how I represent the company I work for 24/7. And how I represent my Gaines-Ross family 24/7. And how I represent ME and my reputation 24/7. A good wake up call for these new times we live in.
Why? Because I’d be thinking there is some chance this woman has a blog or a camera in her cellphone and could, if she so chose, tell the whole world about our encounter — entirely from her perspective — and my utterly rude, boorish, arrogant, thinks-he-can-butt-in-line behavior. Yikes!
The implications of all this are the subject of a new book by Dov Seidman, founder and C.E.O. of LRN, a business ethics company. His book is simply called ”How.” Because Seidman’s simple thesis is that in this transparent world ”how” you live your life and ”how” you conduct your business matters more than ever, because so many people can now see into what you do and tell so many other people about it on their own without any editor. To win now, he argues, you have to turn these new conditions to your advantage.
Thomas Friedman, The New York Times, The Whole World is Watching, reputation all the time, Me and my reputation, Gaines-Ross family reputation, work reputation, transparency, how you conduct your business, Dov Seidman, How
A new ABC TV drama is launching this fall called Big Shots. It’s about CEOs–those hot shots whose reputations need some mending! All of the hot CEOs are youngish, muscular and have workloads that allow them time to make it to the gym or links. (So says BusinessWeek in its June 25th issue.)
Interesting interview in this week’s Wall Street Journal on JetBlue’s new CEO Dave Barger (“Changing the Course of JetBlue” by Susan Carey, June 21). I particularly liked Barger’s quotes about facing crises, seeing early warning signs and recovering reputation. Here are the quotes:
You might want to check out the furor over CEO of Whole Foods’ latest blog entry. John Mackey responds quite pointedly and angrily to the Federal Trade Commission’s (FTC) challenge to Whole Foods merger with Wild Oats.
It has been an interesting week for scorecards. Since I consider myself a scorecard maven (having cut my teeth on Fortune’s Most Admired Companies survey), my interest in new scorecards or league tables never tires. Several interesting developments in the reputation scorecard ecosystem worth noting:
Reputation scorecards are proliferating on a daily basis. We keep track of them and watch
reputation scorecards, league tables, Fortune Most Admired Companies, Climate counts, Canon, Nike, Unilver, Annapolis Group, U.S. News and World Report, college rankings, Barnard, Sarah Lawrence, Kenyon, Assistant Professor Susan Moeller, University of Maryland, transparency, climate change, greenhouse gas emissions, Openess & Accountability, The Guardian, The New York Times, The Christian Science Monitor, National Public Radio, reputation scorecard proliferation
Interesting article about title inflation in wharton’s knowledge newsletter — knowledge@wharton. One sentence certainly caught my eye since I am Weber Shandwick’s chief reputation strategist. “But what about chief talent officer, chief cultural officer, chief innovation officer, chief reputation officer, chief apology oficer and chief geek, to name just some of the more contemporary titles that have cropped up in today’s companies?”
I guess I am part of the you-name-it club.
http://www.technorati.com/tag/knowledge@wharton, title inflation, chief reputation officer, Weber Shandwick, Wharton Professor Betsey Stevenson, flattened hierarchies
The New York Times’ business columnist Joe Nocera wrote about GE’s CEO Jeff Immelt in the Saturday paper (June 9). I enjoyed the piece. Nocera described Immelt’s winning unflappable leadership style and then described how Immelt had all the qualities of the modern CEO. Here is what he said: “They need to be good listeners, ambassadors to the larger world, and leaders who others follow not because they have to but because they want to. They need to be able to do really hard things–change a strategic direction, sell a long-valued division, lay off employees–with such a deft touch that nobody revolts. Informality is important. Charisma is important. Empathy is important. Admitting mistakes is important. The modern C.E.O. has to be comfortable in his own skin. These days that quality–”authenticity,” the management gurus call it–is what gives employees confidence in the boss, and makes them willing to ask ‘How high?’ when he wants them to jump.” Nocera writes that Immelt is such a person.
Thought I should not ignore the work that my team at Weber Shandwick does and should mention some new information we just released on CEO tenure. [Thank you Meghan Paul!] We found that among the upper echelon of the world’s most powerful CEOs, North American CEOs had longer tenures in 2006 than their European and Asia Pacific counterparts. In fact, the average tenure of departing North American CEOs was 8 years, 6 months versus 6 years, 9 months for European CEOs and 4 years, 3 months for Asia Pacific CEOs. Significantly, the tenure of North American CEOs increased 20 months from 2005. [The findings are based on CEO departures at the world’s 500 largest revenue-producing companies.]
The lengthening of North American CEO tenure bodes well for corporate America and possibly reflects better board selection and succession planning. For the largest companies in the world, an average tenure of nearly 6.5 years is a welcome sign of stability and strength. Longer North American tenures may also be attributed to a greater proportion of CEOs leaving in 2006 for normal reasons such as retirement, planned succession, promotion, political appointment or change in employer. In 2005, more North American CEOs left against their will than in 2006.
Good for us in the U.S. After several years of tough times for CEOs, it looks like we are settling down to some stability and certainty. That is good for the reputations of CEOs in the U. S.
Harvard Business Review has a terrific article on best strategies for keeping your job when a new CEO arrives on the scene (May 2007). Surviving Your New CEO was written by Kevin Coyne and Edward Coyne (I guess they are related!). What’s striking is that when a new chief executive takes charge, the chances are high that executives will be packing their bags sooner than later. Most exiting executives find themselves leaving for lower-rung jobs elsewhere, jobs in smaller companies or at home on retirement leave. The choices are not pretty.
Harvard Business Review, Kevin Coyne, Edward Coyne, new CEOs, CEO turnover, how to survive, exiting executives, younger whipper snappers, gray hair colleagues, rising CEO turnover, first impressions, “A’ team