Read more about the article Business Finance | The Big River | Chapter 1 – We’re Making Money. Why Are We Broke?
The Big River series is a 12 part installment about a company desperately seeking cash to fuel their growth and the struggles they face trying to find it.

Business Finance | The Big River | Chapter 1 – We’re Making Money. Why Are We Broke?

The Big River series
The Big River series is a 12 part installment about a company desperately seeking cash to fuel their growth and the struggles they face trying to find it.

“We’re broke,” Tom mumbled to himself. Tom Sampson is the controller of Ace Business Stuff and was reviewing his latest calculations about their cash flow.

“What do you mean, we’re broke?” Tom looked up sheepishly to see John Wilson standing in his doorway. He fingered his collar and turned to address the company’s CEO. “We can’t be broke because business has never been better,” John said. (more…)

Continue ReadingBusiness Finance | The Big River | Chapter 1 – We’re Making Money. Why Are We Broke?

Leadership Styles: The Smartest Guys in the Room can kill you!

When a fellow says it hain’t the money but the principle o’ the thing, it’s th’ money.” — Frank McKinney

‘Always ask why.  Dig deeper.  Get the facts.’ Avoid the crowd mentality

“Ask Why” was their motto.

“Wheel Out,” “Fat Boy” “Death Star” and “Get Shorty” were some of the nicknames applied to their strategies.

Confirmation letters of successful trades were addressed to names like “Mr. M. Yass and “Mr. M. Smart” … and I think you can parse the underlying contempt.

“Rank & Yank” described their people performance system, “Pump and Dump” their trading strategy.

About $70 billion of market value was destroyed, more than 20,000 employees lost their jobs and pension funds worth $3.2 billion were destroyed, more than two thirds of which belonged to retirees with little chance to rebuild.

I had always intended to watch “The Smartest Guys in the Room,” the 2005 movie based on a book by the same name from co-authors Peter Elking and Bethany McLean, but it got lost in the shuffle until last week.

It chronicles the Enron cataclysm, whose meteoric ascent was violently terminated with its bankruptcy on Dec. 3, 2001.

“Be like Enron” is still an ignominious curse

It’s hard to believe this happened almost 10 years ago since to be “like Enron” still reverberates as an ignominious curse. It’s really more like a viral infection, though, because so many of the forces that drove its destruction have cleaved similar fissures in scandals from (more…)

Continue ReadingLeadership Styles: The Smartest Guys in the Room can kill you!

Leadership & Management are Inseparable

Are you making the mistaking of treating leadership and management as synonyms? We talk a lot about leadership in Sword Tips because Exkalibur is all about helping you “pull the sword from the stone through understanding rather than strength” by focusing on the leadership principles and practices that distinguish high performance companies.

[pullquote]Leadership involves plumbing as well as poetry.[/pullquote]

But it’s easy to forget that the adage about leaders “doing the right things” … and managers “doing the things right” … is not meant to set those roles apart, rather to emphasize that they are two sides of the same coin, essential roles that must be performed by a successful leader. How many times have we seen leaders who are completely surprised by the disappointing outcomes they’re not managing? (more…)

Continue ReadingLeadership & Management are Inseparable

3 Simple Keys to Productive Meetings

A recent NY Times interview with Dan Rosensweig, CEO of Chegg, a firm that rents textbooks online and by mail, brought some valuable but simple tips about meeting discipline to mind.
 

1. Leave technology on the other side of the door.

Be present, engage in hearty conversation.
Phones, texting, communicating outside of the room is not invited or allowed. (Yeah, I know … you’re thinking … I don’t do this, do I?)
Seriously?

(more…)

Continue Reading3 Simple Keys to Productive Meetings

After Action Reviews = Successful Execution

In an article entitled Five Ways Pixar Makes Better Decisions, Tom Davenport, a Babson College professor, refers to what I call “after action reviews” as a critical element of the creative decision-making used at Pixar.

In my earlier post, Powerful After Action Reviews, you can learn more about this concept, built and nurtured by the US Army.

Pixar uses the concept of “Dailies”

For Pixar, Davenport reminds us how movie makers use “dailies” to review their work in progress, showing movies to other filmmakers every few month to solicit critical insights that often make the movies better.

Nothing we couldn’t accomplish with a Daily Huddle, right? (more…)

Continue ReadingAfter Action Reviews = Successful Execution

Vol. 68: The Keys to an Apology

Integrity, vulnerability and humility: keys to an apology

 

“Pride is concerned with who is right. Humility is concerned with what is right.”  — Ezra Taft Benson

I was ready to return to our series on strategic finance after my last column about the integrity of umpire Jim Joyce and the accountability of BP… until I read a comment in the Washington Post by Jeffrey Pfeffer, a professor of organizational behavior at Stanford University.

Citing Henry Ford’s infamous quote, “Never complain, never explain,” as the preferred way for business leaders to deal with disasters like the Gulf oil spill took me by surprise.

BP is the poster child for a failed apology

In appearing to criticize BP’s CEO Tony Hayward for apologizing for BP’s actions, Mr. Pfeffer extols the value of being on the “winning side,” that people respect strength and diffidence does not convey winning or power. Research in social psychology, he continues, “shows that acting embarrassed or remorseful conveys less power and results in less favorable impressions than acting angry.”

In the context of BP’s PR debacle, those comments seem wildly misplaced. Does Mr. Pfeffer think BP would have won our hearts and minds by taking no responsibility, “never explaining,” and that he should have acted like he was angry that people blamed BP for this unexpected accident? I can’t imagine worse advice than if I recommended that you chase down every meal with a quart of engine oil.

(more…)

Continue ReadingVol. 68: The Keys to an Apology

Change is exhausting!

Many of us accept that the only thing that doesn’t change is change itself. Our world is buffeted on all sides by change … kids grow up, technology abounds, friends move away, the list is endless.
Dan Heath at Fast Company describes a recent experience with subjects who were offered either chocolate chip cookies … or radishes. (If you’ve even been cut from a sports team, you’ll know how the radishes felt!). You can also see a short video there explaining the experiment. (more…)

Continue ReadingChange is exhausting!

It’s not the person

Fast Company recently carried a brief piece which described how what appears to be a personal shortcoming may obfuscate a problem situation. In psychology, they call it the Fundamental Attribution Error but the example they used is particularly poignant for many situations we've all seen.Have you experienced situations that seemed…

Continue ReadingIt’s not the person