CEO transition
5th April
2011
I am always fond of CEOs who ask questions of interviewers. Here is an example I just read about the CEO of IKEA Mikael Ohlsson. There was a CEO who I admired who used to always ask people what their impressions were of the company he led. What better way to learn about the reputation of your company. Of course, for CEOs, those first 100 days are the best time to ask questions because you are not expected to know the answers to everything. Only on day 101 of a CEO transition! I try to ask as many people as I can about the reputation of Weber Shandwick where I work. I find that I broaden my perspective and get ideas on what we can do to communicate our story better. It is easy to live in a bubble today because we spend so much time at computers and absorbing information that we can easily lose that all important outside-in perspective.
At the end the Financial Times interview, Ohlsson asks, “I have two questions that I always ask in any interview." Quoted below is the exchange between Ohlsson and interviewer:
The first resembles a box in a customer satisfaction survey: What can we do better at Ikea? I am tempted to complain about the paper-thin wine glasses that crack when you wash them. Instead, I ask why it has been necessary for Ikea to shroud itself in mystery for so long. Mr Ohlsson assures that he plans to ring the changes soon. He sees no reason why his company should not disclose more so long as the long-term vision of the Stichting Ingka Foundation remains intact. “We need to be much more transparent,” he says. “We need to simplify and inform more about figures and structure.”
The second question is more personal. What is your advice to me when doing interviews? I say: “Relax, be yourself and choose who you want to talk to”.
2nd April
2011
Found myself up at 4am reading about Governor Cuomo. Jet lag sure is a hanger on. When I was in Asia, people told me that for every two hours in time difference, it would take one day to recover. So because I was in Australia and Asia, I figure I have about 7 days before I feel like myself. I am at the half way point but 4am is not pretty to be wide awake, jet lag or no jet lag.
So I found myself reading this article on New York Governor Andrew Cuomo's first 100+ days in office, a transition similar to CEO transitions. The headline read "Cuomo Stands Out Among Peers for Low Profile." The author was a bit incredulous about Cuomo's low visibility: "In fact, since taking office in January, Mr. Cuomo has neither taken a single trip out of New York nor appeared on any talk shows." Can you imagine-- no talk shows! That is downright renegade.
Among the CEO class, the governor's actions are standard operating procedure. Apparently most political figures have not gotten the memo telling them about the importance of getting their house in order before getting out in the headlines. When I talk to CEOs, my advice often is to do exactly what Cuomo is doing. That is, keep a low profile because "What's there to say?" New CEOs have not done anything much in 100+ days to crow about. 100 days is not a track record. The most important duties in the first 100 days are to set your agenda, build your executive team, listen and learn and communicate internally. That's how enduring reputations are built. Therefore I agree with Governor Cuomo's inclination to keep a low profile. The best insight in the article came from Hank Sheinkopf, a political consultant, who was quoted as saying, “Keep the focus on policy, not on personal matters of any kind, and ensure that there is nothing else but that discussion. He is the all-business governor.” That's exactly it. Build your reputation on good governance, getting down to business (jobs and budget) and showing that you mean business. Cuomo's reputation as the all-business governor will stick if he keeps this up. Sounds like a welcome change. This kind of first 100 days gets my vote.




