The last post we looked at the stupidity of “Executive Think” and how it is highly destructive to American corporations. This post will examine some new ways of thinking that executives must adopt (if they care to survive).
1). The CEO is the head of a team, not a god or hero. Americans love to put CEOs on pedestals and, recently, behind bars. There is a great old saying, “Never believe your own PR.” Too many executives have forgotten this and are acting as if they are invincible. The Justice Department and dead hand of Adam Smith are showing them differently.
It takes a team to make a company work, and the whole team does not live in the executive suite! This is something that American executives have mostly forgotten, but had better remember in a hurry. I’m completely disgusted by the spectacle of skyrocketing CEO pay while workers are being stiffed. This is immoral. I’m also completely disgusted by AIG’s executives who, after receiving our taxpayer money as a bailout, went on a retreat at an exclusive spa. These people should be fired, indicted, tried and, if found guilty, jailed.
We as executives must remember that we are the leaders of a team, not Oriental Potentates. We shouldn’t have to remind people of that, but, obviously, we do. At least you only had to kiss the feet of an Oriental Potentate. Many CEOs want you to kiss their ass!
2). Layoffs are failures, and should be treated as such. An executive team which has to lay people off should never receive bonuses or reward pay of any kind. Layoffs signify a failure and a lack of integrity on the part of the executive team and the company. The executive team who does that may deserve to be part of the layoff. They certainly do not deserve rewards. It is part of the scandal of American business that executives believe they even deserve rewards when they have failed their employees. In Japan layoffs (which rarely occur) can lead to the suicide of the executive who has to order them, because the Japanese are better people than we are who understand that they’ve let their employees, their families and society as a whole down when they deprive people of jobs. Frankly, I wish that American executives who order layoffs would think about suicide. It would be more appropriate.
3). Executives do not deserve ANY better “perks” than a factory line worker. Executives often think that they are the most important people in a company. They are not. Every person on the team is vital to the company’s mission — the custodian no less than the CEO. While different people should be paid according to their skill level, there is no real reason why executives should receive better health insurance or other benefits that rank and file employees do not receive.
4). The life, health or happiness of an executive is no more intrinsically important than that of any other person in the company…and sometimes a great deal less. American business must change its way of thinking! Just because people have MBAs and dress in nice suits and sit in air conditioned offices, they are not intrinsically more valuable than any other person in the company. The attitudes in American business that they ARE more valuable is causing great anger among the rank and file. There are all the historical signs of a pending revolution, whether a quiet one through laws or a bloody one where executives are taken from their offices (let us hope it is the former, although the latter has occurred many times in history). People are intrinsically important, regardless of their title, salary, or the clothing they wear. We must begin to recognize the intrinsic worth of each individual.
5). Pay must be equalized. The enormous gap between what an average worker is paid and an executive is paid is just plain immoral, unethical, and bad business. This rarely exists in other countries. The fact that it exists here is a great scandal. Executives who wish to survive in the coming world will begin giving up their ridiculously high paychecks and assuring that every person in the company is paid with fairness and justice. There is no logical or business reason for executives to receive 800 times more than the average worker at a company, with additional perks and bonuses. Five or six times, yes. But 800? This is simply abuse of power by those who have it.
6). Executives must practice “walking management.” Every executive should be required to do one of the company’s dirtier jobs for at least a few days a year. I do not know if they still do so, but, in the early days, Grease Monkey made every single executive start by greasing cars, and then work his or her way through all of the company jobs. They then sent their executives back a few days a year to grease cars. Grease Monkey is a very successful company. I think part of the reason is that ethic. Everyone knows that every executive has “been there,” and might be there again for a while. Make executives (including yourself) do some dirty work alongside your employees. I always choose, for myself, the dirtiest job I’m capable of doing within the companies I’ve run over the years, and do it for several days a year.
7). Show compassion. The executive who wants to be successful will be compassionate towards customers, employees and vendors. My wife and I, if we’re not busy and one of our beloved associates is, are just fine with picking their kids up from school, taking them home and feeding them a snack. Treat employees and everyone else with great compassion, and it will pay off.
8). Destroy hierarchy and unnecessary policies. I’m sick to death of “company policies.” When something goes wrong, the reaction of most executives is to make a policy about it. STOP THAT! Deal with the individual problem, and move on.
And why do companies need hierarchy any more? I’ll tell you why. It is a “turf thing.” People like to strut around with fancy titles, big offices and inflated salaries. Fire these people and hire some folks who actually want to get something done for your company and themselves. People don’t need fancy titles, big offices, special perks or inflated salaries. Choose people who have a passion for what they’re doing, love to be part of a team where there is “floating management,” and make up their titles for fun. “Wizard of the Realm” has a nice ring to it.
In my company, and others I’ve run, the person with the most experience on the issue we’re facing is the boss, even over me. This makes sense. If an admin has more experience than me on something, she or he is the boss. The sooner we get rid of false hierarchies and run companies sensibly, the better off America will be.
9). Let employees be themselves…and find their own solutions. Rather than making employees do things the “company way,” let people do things their way. I will lay you dollars to donuts that they’ll do it cheaper, better and quicker than “your way.” Give people a chance and they’ll run with it. Now this means that your enormous ego has to take a vacation. Why should you have thought of it. None of us is as smart as all of us.
10). Have fun. Companies of the future will be companies where people love to come to work. Starkist Tuna — not a company where you’d think it would be fun to work — rather than buying into “do more with less” B.S., hired more people, slowed down the assembly line, and got rid of managers, organizing people into self-managing work teams. What happened? Absenteeism dropped to almost nothing. Ditto Worker’s Comp claims. Productivity went way up. Rather than stripping one half of a fish, the whole fish got stripped. People took responsibility for one another, covered for one another, and got rid of the deadwood themselves. Good for you, Starkist!
This stuff is not just good morality, or pie-in-the-sky, it is good business. Frankly, some of this stuff is about to be mandated by the government. CEO and executive pay has gotten out of hand, and there are increasing calls for regulation on this. “Perks” have also gotten out of hand, and are also being scrutinized heavily. The companies who will be celebrated are those who go beyond the new laws we’re about to see reining in executive abuses and greed. I hope that you and your company will be among those who take this to heart and transform your company culture. If this is already your company culture — good for you! Please let me know about you and I’ll mention you in this blog and tell your story!
If I or my colleagues can be of any assistance in transforming company culture to fit the new, post-crash realities, please call us.
To a prosperous 2000!
J.
Monday, December 29, 2008
Thursday, December 4, 2008
Executive Think is Deadly
“Well, then, let them eat cake.” (Reply of Marie Antoinette who asked why the people were rioting upon being told that they had no bread. This reply was widely circulated, and was one of the things that resulted in Marie losing her head. “A tisket a tasket, a head in a basket. It cannot reply to the questions you ask it.” Queen Marie wasn't being callous. She didn't understand that there was no flour to make bread or cake. She simply thought they were unhappy because they'd run out of bread and the bakers weren't making enough. From her very isolated point of view, this was a perfectly logical and proper solut9ion. )
Ford’s CEO didn’t lose his head. But Alan Mulally certainly deserved to lose his job, and why his board didn’t immediately fire this fool after his remarks is beyond me. After going by private corporate jet to Washington D.C. to ask the representatives of the taxpayers (few of whom have the luxury of brand new cars, much less corporate jets) for a bailout for their stupidity, Mulally, when asked if he would take a salary cut from $21M total compensation to $1.00, said “I think I’m OK where I am.” Again, this congenital idiot should have been fired by the board on the spot.
The problem, however, is that the board of Ford is composed of Mulally’s golfing buddies who think in the same way.
I’m reminded of the story my friend Alva told me about the local GM of Avaya a few years back. When he was meeting with employees to explain why Avaya had to cut their jobs, he was asked why he didn’t get rid of a corporate jet. Rather than responding he proceeded to correct the questioner (who was being RIFed) that it wasn’t A corporate jet, but three corporate jets and a couple of corporate helicopters. Then, this dumbass went on to detail the millions of dollars that these luxuries cost to maintain and fly each month. Again, in a sane world, this individual would have immediately lost his job if not his head.
I must say, however, that I see such idiocy frequently at the top levels. Last December I did one of our Executive Round Tables on ways to thrive in the “coming recession” (which, according to most sources, has long since arrived). I predicted the current credit crisis, and that we were going to see housing in free-fall. I was accused by one of the more conservative CEO attendees at this Round Table of being a “Liberal” (which, for this group, is the harshest condemnation possible) and of being one of the “Liberal naysayers” who just couldn’t admit that George W. Bush was the country’s greatest president and had brought us a booming economy.
To their credit, several of the other CEOs there looked aghast at this fool, and questioned what planet he was living on. But these things point up a very real problem in the ranks of upper-level executives. It is called “Executive Think.”
It is important to understand that these people aren’t necessarily evil. They just live in a world different from the remainder of the human race. When Bush 41 (George H.W.) guessed wildly wrong on the price of a half gallon of milk, he was not alone. Many of the top level executives I have known over the years really, truly don’t “get it.” They live in an insulated world where the economy is booming, housing is stable and the stock market is great. If I weren’t so happy (for their sakes) that they’re getting a wake-up call from reality, I’d feel sorry for them. In the recent crises, executives are now having their noses rubbed in realities that most of us must deal with every day. That they still don’t get it, however, is evident by the fact that, after receiving taxpayer money the congenital idiots who run AIG went away to a plush spa for a four day corporate retreat.
It is this lack of understanding that leads me to say that these people need to be fired by their boards and replaced with “C” level executives who have an understanding of the real world. And this, by the way, is 70% of “C” level executives. The vast majority of the CEOs I’ve met are very realistic and great people. But the 30% who are clueless are going to cause some very harsh regulations to come forth on all of us. This is why we, as their peers, must pull them down before they pull all of us down into the morass of stifling government regulation and interference. And, frankly, if we can’t police our own ranks, we deserve every bit of government interference we get. So we must police our own ranks.
Fortunately, these clueless “C” Level executives are dinosaurs who are well on their way to being extinct. Most executives understand that there are executive behaviors which incite rage and those which engender approval from others. And many executives understand that “the masses” are their customers. Don’t be surprised to see organized boycotts of Ford (I wouldn’t buy a lousy Ford product anyway…but still….). While elections have consequences, so do stupid remarks from top executives. Here are the things that executives in virtually all companies must do now to change public perception of top business leaders.
1). Reduce the obscene gap between the average employee and the executive suite. If we do not immediately reduce the ever-rising income gap between the average employee and the executive suite, both in actual paychecks and in total comp, we are gong to see the government limiting it for us. And you can bet your bootie that, if the government does it, it will be harsher than anything we’d impose on ourselves. In 1996 the average top executive earned $41 for every $1 earned by the average wage-earner. However, in 2006 the average top executive earned $410 for every $1 that was earned by the average wage earner. This ten-fold jump is very unhealthy for society and, if history is any indication, will eventually be very literally unhealthy for executives themselves. No less of a luminary than Warren Buffet has predicted food bank riots in New York City by 2010, as the city’s food banks are dry. Hello, people! Hungry people have always been known to drag the wealthy who are perceived to be corrupt out of their carriages, off their horses, and, in modern times, out of their limousines and beat them and/or kill them.
This earnings gap must end immediately A difference of 400% for average executives (the gap for the “C” Level executives of Fortune 100 firms can be thousands of times) is beyond absurd. It is, arguably, immoral. For the good of society and for the protection of capitalism and the free market, we must police ourselves to change this.
2). Excessive “perks.” But salaries are only the beginning. The enormous difference in “perks” is even more scandalous. When luxury perks, special loans, corporate jets or helicopters, etc. are added in, the gap becomes even wider.
The problem is that executives often think that they deserve these things. If the company is privately held, well, realistically the owners can take as much as they want out of it and explain or not explain to their workers. If their workers don’t like it, they can leave. But this isn’t true of a publicly traded company. Share-holders often complain about executive pay, but most companies are set up so the share-holders, who are the true owners of the company, have little or no say in what executives are paid. This is because the board is composed, again, of the executive suite’s golfing buddies, thus assuring no independent oversight of public corporations. This, also, will lead to government regulation, especially in a Democratically controlled Washington, if we don’t police ourselves.
3). Effective immunity from prosecution. Because of the corporate shield, many executives who cheat or steal from others are effectively shielded from prosecution or any other legal consequences. If prosecuted or sued, corporations often pay for the best attorneys possible to get these folks a slap on the wrist. Again, this is likely to change.
The last 8 years of the Bush Administration Justice Department which was owned and operated by large corporations is winding down. The Obama Administration Justice Department is going to be more aggressive. And they have learned since Janet Reno went after Microsoft. They learned a great deal from that case.
Corporate executives are going to be increasingly held personally responsible for dangerous or faulty products, manipulation of the markets, and many other things. Remember, the immunity of individuals in corporations is not a universal value. In fact, it is a value that very few countries hold. In China a CEO who makes a product that kills people, as well as his or her team, can be held for murder and executed. While that is unlikely to happen in America, the corporate shield is going to be dramatically weakened. That shield is a tradition, not an absolute. It can be changed with the stroke of a pen. Once again, we must police ourselves before the government does.
Executives who are going to be successful must stop acting in “executive think,” and begin to see the values of those who have recently turned around companies. The next post will deal with what is effective thinking for executives, rather than “executive-think.” As a preview, here are a few things that newly successful executives must begin to practice. We’ll elaborate next time.
1). Team spirit. Currently, successful executives are those who see themselves as a part of a team, every individual of which is valuable and necessary.
2). A flat organization. Successful organizations are increasingly “flatter.” My company is very successful — and very flat. We are certainly very small by choice. But the same principles are being applied at many successful companies world-wide.
3). Get out of the Executive Suite frequently! As a result of the above two points, successful CEOs are getting out of the executive suites and down on the shop floor, assembly line, out in the field, and so on. Employees who see the CEO eating lunch in the company cafeteria from a brown bag, where they can go and talk with him or her, are incredibly loyal.
4). Equality of perks. My colleagues who work with me have similar needs to mine so far as health insurance, dental insurance, days off, and so on. So WHY, just because my wife and I started the company, should we have tons more perks than they do? Successful organizations give everyone pretty much the same perks. Now, if we could just get the U.S. Congress and U.S. Government to follow the laws they pass, we’d be in good shape.
5). Flatness of pay. This one is sure to raise ire among businesspeople. And it is pretty radical. But, mark my words, just as surely as I predicted the credit crunch and housing crisis in 2003 in a restaurant in South Denver, this prediction of mine will come true, as well. Differences in pay between executives and workers will and must be reduced. Everyone must win, not just the people in the executive offices. And, about those executive offices, anyway….a true executive doesn’t need acreage in his or her office. I’m still a competent executive in a modest office similar to everyone else’s.
And so on. The key word here is “flat.” Companies that want to survive this economic crisis, and, at the same time, survive the sea changes that, as a result of the taxpayers owning some of America’s largest companies now, will be very flat organizations. I’ve said before that humility is the most important virtue for an executive. This has never been more true than now.
Unfortunately, I am skeptical that many of the insulated, arrogant and greedy executives in the executive suites of many of America’s companies will get their heads out of the butts and make the changes they need to make. They are stubbornly convinced of their own rightness. Instead of doing what is intelligent, they are standing on their perceived “rights” to be considered special and above the opinions and reach of society. As so many people through history have realized just before they were executed, these people are not invulnerable. Their money and influence will not protect them forever.
I actually think this is a good thing for American business. Getting rid of arrogant, posturing, narcissists in America’s companies, whether by the perp walk or being voted out by furious stockholders will improve American business immensely. It will be a difficult and challenging time for America until these fools are gone. But, in the long run, it will produce an economy that benefits a great many more people than our current, highly stratified, and corrupt system.
Be prosperous!
J.
Ford’s CEO didn’t lose his head. But Alan Mulally certainly deserved to lose his job, and why his board didn’t immediately fire this fool after his remarks is beyond me. After going by private corporate jet to Washington D.C. to ask the representatives of the taxpayers (few of whom have the luxury of brand new cars, much less corporate jets) for a bailout for their stupidity, Mulally, when asked if he would take a salary cut from $21M total compensation to $1.00, said “I think I’m OK where I am.” Again, this congenital idiot should have been fired by the board on the spot.
The problem, however, is that the board of Ford is composed of Mulally’s golfing buddies who think in the same way.
I’m reminded of the story my friend Alva told me about the local GM of Avaya a few years back. When he was meeting with employees to explain why Avaya had to cut their jobs, he was asked why he didn’t get rid of a corporate jet. Rather than responding he proceeded to correct the questioner (who was being RIFed) that it wasn’t A corporate jet, but three corporate jets and a couple of corporate helicopters. Then, this dumbass went on to detail the millions of dollars that these luxuries cost to maintain and fly each month. Again, in a sane world, this individual would have immediately lost his job if not his head.
I must say, however, that I see such idiocy frequently at the top levels. Last December I did one of our Executive Round Tables on ways to thrive in the “coming recession” (which, according to most sources, has long since arrived). I predicted the current credit crisis, and that we were going to see housing in free-fall. I was accused by one of the more conservative CEO attendees at this Round Table of being a “Liberal” (which, for this group, is the harshest condemnation possible) and of being one of the “Liberal naysayers” who just couldn’t admit that George W. Bush was the country’s greatest president and had brought us a booming economy.
To their credit, several of the other CEOs there looked aghast at this fool, and questioned what planet he was living on. But these things point up a very real problem in the ranks of upper-level executives. It is called “Executive Think.”
It is important to understand that these people aren’t necessarily evil. They just live in a world different from the remainder of the human race. When Bush 41 (George H.W.) guessed wildly wrong on the price of a half gallon of milk, he was not alone. Many of the top level executives I have known over the years really, truly don’t “get it.” They live in an insulated world where the economy is booming, housing is stable and the stock market is great. If I weren’t so happy (for their sakes) that they’re getting a wake-up call from reality, I’d feel sorry for them. In the recent crises, executives are now having their noses rubbed in realities that most of us must deal with every day. That they still don’t get it, however, is evident by the fact that, after receiving taxpayer money the congenital idiots who run AIG went away to a plush spa for a four day corporate retreat.
It is this lack of understanding that leads me to say that these people need to be fired by their boards and replaced with “C” level executives who have an understanding of the real world. And this, by the way, is 70% of “C” level executives. The vast majority of the CEOs I’ve met are very realistic and great people. But the 30% who are clueless are going to cause some very harsh regulations to come forth on all of us. This is why we, as their peers, must pull them down before they pull all of us down into the morass of stifling government regulation and interference. And, frankly, if we can’t police our own ranks, we deserve every bit of government interference we get. So we must police our own ranks.
Fortunately, these clueless “C” Level executives are dinosaurs who are well on their way to being extinct. Most executives understand that there are executive behaviors which incite rage and those which engender approval from others. And many executives understand that “the masses” are their customers. Don’t be surprised to see organized boycotts of Ford (I wouldn’t buy a lousy Ford product anyway…but still….). While elections have consequences, so do stupid remarks from top executives. Here are the things that executives in virtually all companies must do now to change public perception of top business leaders.
1). Reduce the obscene gap between the average employee and the executive suite. If we do not immediately reduce the ever-rising income gap between the average employee and the executive suite, both in actual paychecks and in total comp, we are gong to see the government limiting it for us. And you can bet your bootie that, if the government does it, it will be harsher than anything we’d impose on ourselves. In 1996 the average top executive earned $41 for every $1 earned by the average wage-earner. However, in 2006 the average top executive earned $410 for every $1 that was earned by the average wage earner. This ten-fold jump is very unhealthy for society and, if history is any indication, will eventually be very literally unhealthy for executives themselves. No less of a luminary than Warren Buffet has predicted food bank riots in New York City by 2010, as the city’s food banks are dry. Hello, people! Hungry people have always been known to drag the wealthy who are perceived to be corrupt out of their carriages, off their horses, and, in modern times, out of their limousines and beat them and/or kill them.
This earnings gap must end immediately A difference of 400% for average executives (the gap for the “C” Level executives of Fortune 100 firms can be thousands of times) is beyond absurd. It is, arguably, immoral. For the good of society and for the protection of capitalism and the free market, we must police ourselves to change this.
2). Excessive “perks.” But salaries are only the beginning. The enormous difference in “perks” is even more scandalous. When luxury perks, special loans, corporate jets or helicopters, etc. are added in, the gap becomes even wider.
The problem is that executives often think that they deserve these things. If the company is privately held, well, realistically the owners can take as much as they want out of it and explain or not explain to their workers. If their workers don’t like it, they can leave. But this isn’t true of a publicly traded company. Share-holders often complain about executive pay, but most companies are set up so the share-holders, who are the true owners of the company, have little or no say in what executives are paid. This is because the board is composed, again, of the executive suite’s golfing buddies, thus assuring no independent oversight of public corporations. This, also, will lead to government regulation, especially in a Democratically controlled Washington, if we don’t police ourselves.
3). Effective immunity from prosecution. Because of the corporate shield, many executives who cheat or steal from others are effectively shielded from prosecution or any other legal consequences. If prosecuted or sued, corporations often pay for the best attorneys possible to get these folks a slap on the wrist. Again, this is likely to change.
The last 8 years of the Bush Administration Justice Department which was owned and operated by large corporations is winding down. The Obama Administration Justice Department is going to be more aggressive. And they have learned since Janet Reno went after Microsoft. They learned a great deal from that case.
Corporate executives are going to be increasingly held personally responsible for dangerous or faulty products, manipulation of the markets, and many other things. Remember, the immunity of individuals in corporations is not a universal value. In fact, it is a value that very few countries hold. In China a CEO who makes a product that kills people, as well as his or her team, can be held for murder and executed. While that is unlikely to happen in America, the corporate shield is going to be dramatically weakened. That shield is a tradition, not an absolute. It can be changed with the stroke of a pen. Once again, we must police ourselves before the government does.
Executives who are going to be successful must stop acting in “executive think,” and begin to see the values of those who have recently turned around companies. The next post will deal with what is effective thinking for executives, rather than “executive-think.” As a preview, here are a few things that newly successful executives must begin to practice. We’ll elaborate next time.
1). Team spirit. Currently, successful executives are those who see themselves as a part of a team, every individual of which is valuable and necessary.
2). A flat organization. Successful organizations are increasingly “flatter.” My company is very successful — and very flat. We are certainly very small by choice. But the same principles are being applied at many successful companies world-wide.
3). Get out of the Executive Suite frequently! As a result of the above two points, successful CEOs are getting out of the executive suites and down on the shop floor, assembly line, out in the field, and so on. Employees who see the CEO eating lunch in the company cafeteria from a brown bag, where they can go and talk with him or her, are incredibly loyal.
4). Equality of perks. My colleagues who work with me have similar needs to mine so far as health insurance, dental insurance, days off, and so on. So WHY, just because my wife and I started the company, should we have tons more perks than they do? Successful organizations give everyone pretty much the same perks. Now, if we could just get the U.S. Congress and U.S. Government to follow the laws they pass, we’d be in good shape.
5). Flatness of pay. This one is sure to raise ire among businesspeople. And it is pretty radical. But, mark my words, just as surely as I predicted the credit crunch and housing crisis in 2003 in a restaurant in South Denver, this prediction of mine will come true, as well. Differences in pay between executives and workers will and must be reduced. Everyone must win, not just the people in the executive offices. And, about those executive offices, anyway….a true executive doesn’t need acreage in his or her office. I’m still a competent executive in a modest office similar to everyone else’s.
And so on. The key word here is “flat.” Companies that want to survive this economic crisis, and, at the same time, survive the sea changes that, as a result of the taxpayers owning some of America’s largest companies now, will be very flat organizations. I’ve said before that humility is the most important virtue for an executive. This has never been more true than now.
Unfortunately, I am skeptical that many of the insulated, arrogant and greedy executives in the executive suites of many of America’s companies will get their heads out of the butts and make the changes they need to make. They are stubbornly convinced of their own rightness. Instead of doing what is intelligent, they are standing on their perceived “rights” to be considered special and above the opinions and reach of society. As so many people through history have realized just before they were executed, these people are not invulnerable. Their money and influence will not protect them forever.
I actually think this is a good thing for American business. Getting rid of arrogant, posturing, narcissists in America’s companies, whether by the perp walk or being voted out by furious stockholders will improve American business immensely. It will be a difficult and challenging time for America until these fools are gone. But, in the long run, it will produce an economy that benefits a great many more people than our current, highly stratified, and corrupt system.
Be prosperous!
J.
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