Tag Executive | Jenifer Bartman

January 29, 2020 by Jenifer Bartman

Creating Space for Life to Happen: We all have a role to play in changing the conversation

This article was published by the Canadian Venture Capital & Private Equity Association on January 29, 2020, Bell Let’s Talk Day, in support of mental health initiatives in Canada. We are grateful to have an opportunity to speak out on this important issue. If you need help, please call 911 or access resources here. Remember, you are not alone.

“How are you?”

Three simple words that we hear or read most days, so familiar that we don’t always consider the question. We respond: “I’m fine”, “OK”, or “not bad”, with slight impatience, moving on to whatever is next. There are times when we are the furthest thing from fine, but we say that we are, anyway. Perhaps, we believe that how we are feeling is not relevant to the conversation, that others are not interested enough to care, or that it is a sign of weakness or embarrassment to admit to being anything other than top-shelf. Maybe, it was that one time we were honest about our feelings, on a particularly bad day. Watching another person’s face fall, then look away and awkwardly move to another topic was enough to make us vow that feelings are best kept inside (and certainly out of business talk).

So, every day, many of us tell others that we are fine when we are not, when the reality is “I am hurting”, “I am tired”, “I need help”, or “I am lost”. These are feelings that we are reluctant to share and just because we keep them inside doesn’t mean that they go away. Instead, we carry them and they become part of us, and doing so can be exhausting.

The ability to move forward through whatever ails us is a trait that is revered, one that tends to be associated with leaders and trailblazers who generate success and get things done. Entrepreneurs and business leaders are prime examples; carrying the stress of both their role and the challenge of moving a company forward in an increasingly competitive world. Add the needs of employees, customers, investors, and others into the mix and there is often no time to be anything other than “fine”; at least, on the outside.

But there is more to the business leader role than its exterior. On the inside, it can be a very lonely place; sometimes, to a point that it hurts. Entrepreneurs often say that they love their work, are passionate about it, and would not do anything else, given the choice. They work around the clock, day, after week, after year, without fully realizing that they are running on empty. It can take someone in a position of trust to give a business leader permission to step off the treadmill, before they fall. Do we see the signs? Do we make the effort often enough?

When it comes to building a successful company, sustainability is critical, as there is tremendous benefit to be realized when a business thrives over the long term. Sustainability is equally important at the entrepreneur/business leader level, setting the stage to add significant value over time. Financial partners and those in governance positions can play an impactful role in identifying and supporting strategies that create the foundation for a sustainable company. Fundamental to this is making wellness a priority; here are some ways to help:

Listen. Deeply, compassionately, and quietly. Asking “how’s it going?” means being prepared for a variety of responses and taking the time to be understanding and supportive when difficulties arise. This includes being fully present in the moment, comfortable in silence, and resisting the reflex to “fix” things. Remember that the person across the table has a family and others who depend upon them; they could also be dealing with a challenging life situation that all of us encounter at some point. Create space for life to happen.
Make depth a priority. Business leaders tend to carry the ball for much more than their share of the game; this is particularly true for young and high growth companies. With sustainability in mind, ensure that corporate objectives and financial resources include a tangible plan for creating depth, starting with the CEO and other senior roles. While entrepreneurs might claim “it’s easier if I do things myself”, this approach does not support growth, nor will it get the company to where it needs to go. Pay careful attention to the CFO or senior finance role, as these tend to be overburdened positions. Bottom line: a company cannot afford to have its key people become casualties of burnout (and they cannot afford it either).
Identify resources that can help. Young companies do not always have the financial resources or need for a full complement of senior level roles; however, this is not a reason to bypass doing so. Experienced advisors have the ability to step into contract or part-time roles and make an immediate impact, taking on responsibilities from overwhelmed founders and bringing a level of expertise that the company might not be able to afford at its current stage of development (keep in mind that it is often the administrative and finance areas that get overlooked, becoming lagging problem areas). Financial and governance partners should have a deep network of resources that can fill these roles, be it on a short term or ongoing basis, providing options to help companies move forward more quickly and competently.
Check in often; mind, body, and spirit. Business meetings need not be solely about dollars and cents. Successful implementation of a growth plan relies heavily on the quality of a company’s team, so it is important to recognize that strength comes from more than just the mind; the body and spirit also matter. Encourage entrepreneurs and business leaders to spend time interacting where wellness is the priority; events on a regular basis can be particularly helpful. Financial partners can play a leadership role, giving the all-important green light to take a more holistic and sustainable approach.

We all have people who have passed through our lives, who we would give any amount of time to see again. To sit, talk, laugh, and savour the moment; to be generous with our time. This perspective reminds us that life is fleeting and that the time that we spend together is more important than we know; not just to us, but to others as well.

We can change the conversation, and there is nothing but benefit in doing so. Our dialogue might begin with “How are you?”, but it can continue with the power and presence of saying “I am here for you. Let’s talk”.

July 22, 2019 by Jenifer Bartman

They Used to Call it “Sexist”: Taking action against systemic gender bias

I’ve been in the business world long enough to remember the days when a person or organization that didn’t treat women fairly was referred to as “sexist”. This term took a wide path; be it a lack of promoting women to more senior roles, paying them fairly, making inappropriate comments, or worse. Although the terminology has advanced from this simple reference, the journey to reaching gender parity has made far less progress.

Statistics and research findings are readily available to support a lack of gender parity; be it the inequity of women in senior roles, Board of Directors positions, equal pay, or investment capital for female led companies. While some have approached the issue with a musing of “we must do more” or claim that “mentoring young women and girls is the answer”, such commentary is woefully inadequate and off the mark.

As a former executive and venture capitalist still active in the industry, I have spent more time than most working in traditionally male dominated fields and certainly know what it’s like to be the only woman in the room; doing so has never bothered me. I am bothered, however, by the relative lack of progress that has been made in advancing women to a point of parity in a range of senior areas over the last quarter of a century. I recall unequal pay and the “glass ceiling” being regular topics of conversation when I was completing my university degree, which was some time ago. In 2019, these issues are still very much a reality.

Given that there is an abundance of women who are qualified to hold executive roles, run companies, serve on Boards, and seek investment capital, the lack of progress is not due to insufficient supply; something else is at play. Although there are certainly exceptions, this suggests the presence of a “systemic bias” that has not allowed women to progress as equally as men in some areas. An example is as simple as filling a Board or senior executive vacancy by utilizing a “who do we know?” approach to identify possible candidates, drawn from the current members of the group and their network; we know that the majority of these are men. The result, too often, is a disproportionate candidate pool that under-represents some groups, as well as inclusion of those who are less than ideally qualified.

Changing this reality requires more than wishing it away or “giving it time”; tangible action is needed on various levels. Whatever the vantage point, there’s a role to be played in eradicating systemic gender bias:

If you are a member of a Board of Directors:
- Refrain from relying solely on the “who do we know?” approach to fill senior roles and cast a wider net when seeking candidates. Ensure that the network that is approached has a balanced gender mix and engage an experienced advisor to draw candidates more broadly (don’t forget to request information about their diversity mandate).
- Ask the business leader for a copy of the Company’s diversity policy (if this is met with a blank stare, engage a qualified advisor to help), set milestones, and monitor progress.
- Ensure that Board and Committee meetings are kept at a professional level and that proceedings are respectful and comfortable for all. Diverse perspectives actually improve a group; studies have shown that the presence of women in corporate leadership generates better results.
- If you see gender or any other type of bias, call it out. A Board represents an important part of an organization’s leadership, and if this represents an area of discomfort, think twice about holding the role.
If you are a CEO or Senior Executive:
- Ensure that the Company has a diversity policy in place and that equity is present, in terms of compensation and access to senior roles. If this is not the case and/or “we can’t find qualified women” seems to be a common complaint, seek advisory assistance.
- When implementing strategies to enhance diversity, ensure that the approach that is being taken isn’t “tone deaf” to those that it is meant to help. Too often, poor or less than thoughtful implementation results in the process backfiring, leaving a situation worse than it was in the first place. Seek feedback from those who are skilled in the area of diversity initiatives and/or a sample of the target group, in advance, to avoid costly and embarrassing mistakes.
- Track diversity progress and recognize that an organization that is gender balanced, viewed as “fair”, and comprised of diverse views will lead to better performance and be more appealing in the marketplace. Companies that achieve this in a meaningful way can showcase their accomplishments, while others face the prospect of being unfavourably labeled and less attractive to qualified candidates.
- Remember that a company’s diversity reflects on its leadership in the Executive office. Ask the hard questions: are you proud of what has been achieved in this regard during your tenure?
If you are responsible for managing the human resources function:
- It is incumbent upon you to ensure that this functional area is managed fairly, regardless of whether you are a human resources professional or a manager who has been assigned this responsibility (such as a CFO). Where additional knowledge or expertise is required in order to do so, request it.
- If the Company lacks a diversity policy, equitable compensation, workplace respect, or has other problems, it is not acceptable to stay the course and relegate the situation to a talk track of “it’s always been this way”. Meet with the business leader to discuss these areas and make an assessment of where progress can be made. Be sure to seek professional guidance in situations that are truly unacceptable.
If you are a human resources advisor or consultant:
- Have a diversity policy that guides recruitment and selection activities and be prepared to educate those who view this approach as “giving unqualified people jobs”. In many, if not most cases, there is a diverse range of qualified candidates.
- “Walk the talk” with candidates and ensure that a diverse range is contacted on a regular basis. Situations where women, for example, are added to a candidate database so that it can be promoted as “diverse”, only to never be contacted or put forward for a role, is a legitimate complaint. Rest assured that word travels quickly through the very network that is being sought.
If you are a business association or organization:
- Although it might seem dated to make this statement, associations and organizations that have traditionally been targeted at men also need to walk the talk when it comes to diversity. Adopting a “we need to find more women” mantra, without doing the work to make a service offering diverse or to actively engage female participants is unacceptable.
- In this type of situation, women are left with the perception of “being on a list” or having been “hoodwinked” to demonstrate an organization’s progressiveness, with no real intention of engaging them in a meaningful way. Not only does this represent a service delivery failure, it is also unprofessional and biased.
If you are a staff member:
- In the event of inequitable treatment of others, speak up. Initial referral points can include a human resources officer, through a corporate “whistleblower” or code of conduct policy, or an employee assistance program. A lack of respect or professionalism should not be tolerated.

And, if you are a qualified woman (and there are many of you!), the last word is for you:

If you are not being treated fairly, speak up; If you are qualified, but not given an opportunity, show up; When an organization proves to be a “dead end”, move along. There are places that will value your contribution, progressive leaders that you can learn from, organizations that will promote your talent and ability, equally. Seek them out and pursue what they have to offer.

Recognize that the problem is not you and those who are stuck in the days of “sexism” don’t (and won’t) appreciate your ability. For so many years, the future has been regarded as distant and aspirational, but in many aspects of our world, it is now. Never forget that you are not alone; numbers brings comfort, perspective, strength, and a better path forward.

in Career / Insights / Leadership / Management / The Diversity Files 1 comments

May 2, 2017 by Jenifer Bartman

EVENTS: Speaking Tour (Distinguished Advisor Workshops)

Coming to a city near you! Join us for the Distinguished Advisor Workshops in Vancouver (May 29th), Edmonton (May 30th), Calgary (May 31st), Winnipeg (June 1st), Toronto (June 5th), and Ottawa (June 6th).

Looking forward to sharing thoughts in the following important areas:

NEXT GENERATION CONTINUITY PLANNING

In this session, you will learn how to prepare your clients who are transitioning their businesses to the next generation of leaders and/or preparing their business for sale. Tax and financial advisors can be of significant help by guiding clients in the direction of formal business continuity planning

Learn how to address key issues your clients should be considering, including:

The transaction “knowledge gap”;

The opportunity to apply innovation to business continuity planning;

How to approach strategic business planning, and the succession transaction itself; and

How to address financial partner considerations.

Things to consider in finalizing the transaction.

The continuity of these companies could depend on your help: and, it’s your opportunity to differentiate your services from others.

BUILDING BUSINESS CONTINUITY PLANS

Every business needs a formal plan throughout its lifecycle, for focused decision making, as well as in preparation for its exit and/or transition. This session will discuss the sound guidelines that business owners should use to develop such a plan and other value building considerations, including:

Guidelines for developing a well written business continuity plan;

Identifying and articulating your market opportunity;

The relationship between the business model, strategy, and plan;

Key planning components, including products/services, marketing strategy, and operations, and Management;

Guidelines for preparing a financial forecast for three to five years; and

An introduction to the Executive Business Builder Designation Program

Details and registration are located here.

As the lead instructor and author of four certificate courses in the Knowledge Bureau’s Master Financial Advisor (MFA) Designation Program in succession and business planning, and certificate courses in the new Executive Business Builder Designation Program, I look forward to delivering these sessions. See you on the road!

in Business & Strategic Planning / Events / Leadership / Management / Succession Planning 0 comments

January 17, 2017 by Jenifer Bartman

Blue Chip Tip: Open Your Mind

As a business advisor and speaker, I meet lots of people. Many of these are leaders; of companies, organizations, and other groups. One of the first things that I notice about people is their receptiveness to two things: learning opportunities and good advice. I’ve found through experience that the most effective leaders are receptive to both of these things. Why is this the case?

Simply put, smart leaders:

See opportunity everywhere. There is a way to get success in every situation, you just have to find it. Sometimes, the answer is relatively easy, while other scenarios require more thought and imagination. Opening your mind to the ideas of others or new ways of doing things is essential for progress.
Are not afraid to say “I don’t know”. Anyone who gives the impression of knowing everything lacks credibility and is easily detected from others. Recognizing when knowledge is needed is the impetus to learning, and being able to say “I don’t know” is a part of moving forward, turning vulnerability into productive action.
Recognize that every situation is a learning one. Leaders who cast off interactions as irrelevant or beneath them aren’t benefiting from the powerful mindset that has the ability to learn at any time. This approach recognizes that lessons could be modified to apply to a particular situation or passed along to team members who could benefit. An open mind looks for ways to make knowledge useful, not the opposite.
Are not threatened by successful people. Talented individuals bring strategies and knowledge that can accelerate progress and benefit others. Being in the presence of accomplished people is an opportunity, not a threat, and smart leaders would never pass up a chance to learn from this type of experience.
See what hasn’t yet been achieved. Leaders who rest on their laurels or think they have every base covered don’t see what is left to be done. Taking this approach can be dangerous for an organization, resulting in a blindspot to challenges that exist, falling into complacency, or being surpassed by those that are willing to put in the effort. An open mind seeks out the strategies and tools to climb the mountain that is on the path ahead, as opposed to ignoring it.

If you’re in a leadership position, or aspiring to get there, how open is your mind? Are you learning everything that you can or falling into the trap of not being open to opportunity? Smart leaders know there is only one answer. Do you?

in Career / Leadership / Management 0 comments

March 22, 2016 by Jenifer Bartman

Leaving a Leadership Legacy: Big Skills in the Leadership Space

Published by The Canadian Society of Club Managers in CMQ (Winter, 2016)

Most people recognize that leaders have the ability to impact many aspects of an organization. One of the key areas is people, including staff and management team members at all levels. There is a perception that leadership involves guiding the masses, who, if not for the leader, might never find their way forward. This is a concept that is quite dated.

Leaders have the ability to create an organization that is empowered at every level, in terms of continuous learning, improvement, advancement, and dare we say, independence. Envision a place where staff members understand their role, take steps to perform it efficiently, apply innovation and improvement where it makes sense to do so, and strive to take on and learn more. Staff members know what to do and how to work well with others, putting their hand up only when help is needed. Micromanagement isn’t practiced here.

Instead, managers are able to free themselves from mundane and repetitive tasks that consume far too much time in a given day: the questions of what to do, who should do it, and why. Instead, they are able to focus on things that actually improve how a club functions, is perceived in the marketplace, and perhaps most importantly, where it’s going in the future. If this sounds like an elusive place that doesn’t exist, think again. It’s all a product of what empowered leadership can do.

Trouble in the Club

One of the realities of being a leader is that the higher you rise, the more people you have reporting to you. Although many might represent indirect reporting relationships that don’t actually interact with you on a daily basis, rest assured that they are out there, keeping a keen eye on how you lead. When leaders operate on a basis of insecurity, indifference, or a lack of purpose, a wide range of negative outcomes can result. Regardless, there is a missed opportunity to “leave the place better than you found it”, in terms of advancing the capability of staff and management team members and how they approach their roles.

Believe it or not, some leaders have a strong need to be “needed”; to be the referral point for all the questions, the one who provides all of the directions, and is the proverbial “smartest person in the room”. This type of approach misses the opportunity for staff members to stand on their own two feet and creates an unhealthy dependence on the leader (for both the organization and its people). Looking sharp in this type of environment actually doesn’t make you valuable; rather, such leaders are a barrier to an organization’s ability to grow and make progress.

Leading Large

One of the most powerful things that leaders can do is put everyone in the organization in a position to do more. Development can be fostered well when it starts at the top, as an example of how all staff and management team members should operate. Here’s how to get started on the empowerment path:

Focus on the bigger picture. Insecurity can arise from scenarios where people feel that they are “giving up” something to someone else. Delegating some of your tasks to a member of your senior team shouldn’t create feelings of insecurity, such as “what if they do a better job?”; rather, it should increase the level of organizational performance overall, a goal in which you should find comfort.
Establish professional development plans. Performance management shouldn’t just focus on what a staff member did in the past or where they currently are. Include an action plan of two to three items that are to be successfully learned over the next six-month period, such as taking on a new area of responsibility or completing a training program. This approach helps to keep the focus on progress that can be applied, measured, and built upon.
Be a learning organization. Make it a requirement for all staff and management team members to commit to learning on an ongoing basis. Approaches could include taking on new responsibilities, completing courses or training programs, or mentoring a peer. Remember that teaching and transferring knowledge is also learning.
Don’t settle for less. Seek to replace those who aren’t on board or don’t consider development to be part of their job description. Negative attitudes and opting out of what’s expected don’t just harm the role at hand, they also hold back the rest of the organization. Effective leaders can’t afford to carry this type of baggage.
Reinforce the vision. Remind staff and management team members that your organization is a place of excellence where everyone can soar. Show them how this behavior fits with where the organization can go in the future. An environment where people see the opportunity to make progress in their role and are empowered to do so is a great place to be.

Developing and empowering staff and management team members to a level of independent competence represents an opportunity to create a lasting legacy. If you think that sounds powerful, that’s because it is! Those who have the courage and ability to make it happen differentiate themselves in the leadership arena more than they know.

in Career / Leadership / Succession Planning 0 comments

January 2, 2015 by Jenifer Bartman

“Must have” skills to get to the corner office

Throughout this series, we have explored a wide range of skills that are integral to performing well at the executive level. Think of these as positive lessons. There is much to be learned, however, by watching weak (to downright awful) executives at work. Think of these as the executive you never want to be. Look around; they’re out there.

Although it might be surprising, negative lessons have a way of resonating and reminding over the long term, perhaps serving as a guide to keep high potential executive candidates from wandering too far off the path. Since careers are long and the executive journey often includes many challenges, regular reminders and “check ins” are a good thing. Think of it as taking the time to gauge we’re you’re at and adjusting, as required.

One of the benefits of not being at the top of an organization is having a ringside seat to watch those who are. Make this time worth your effort, by learning from both good and bad leaders. Here’s a rundown of what you can learn from the “anti-bench strength” bunch.

Where it Goes Wrong (and Wrong, and Wrong)

Although there are lots of negative “leadership” examples, there are some fundamental types that you never want to emulate. See how many you can recognize from your career travels thus far.

Not sharing the wealth: From taking credit for the ideas of others to making sure that team members never see the limelight for a job well done, these people seem to hold the view that anything (and everything) good that happens in an organization is because of them. Team members might let this behavior go by a time or two, but after that, it too often becomes apparent t hat this type of person is no better than a thief!
Not having your back: This person gives the reassured impression that they’re “right behind you” and “on your side”, only to mysteriously evaporate at the first sign of trouble. Loyal to no one but themselves and always looking for opportunities, they’re like that person at a cocktail party who’s scanning the room while they’re supposed to be talking to you! Bottom line, this person can turn on a dime and cannot be counted on for support.
Not minding their own business: Simply put, this person meddles in the work of others to no end. Instead of providing executive support, guidance, and direction when needed, they barge in where they aren’t needed; a disruptive force that, in time, runs the very real risk of creating a dependency between the organization and themselves, making the decision making ability of anyone else obsolete.
Not resolving problems: When difficulties arise in an organization, the staff group counts on management to resolve the issue; good leaders understand this. Executives who kick the can down the road or listen to valid staff member concerns, but fail to take action can quickly lose the confidence of others. Staff members eventually come to recognize that the leader “won’t do anything about it”, resulting in disappointment, a lack of respect, and, often, departure.
Not the learning type: If smart executives understand that knowledge is power and continuous learning at all levels is an investment, weak executives live with their head in the sand. Put off by smart and keen staff members, this person would rather limit their knowledge, claiming that they “know enough” or that their business “isn’t that complicated”. Organizations led by this type of person tend to become isolated, antiquated, and stuck in routines. Over time, they often lose their market position, due to leadership that resists what’s needed in order to keep up with those who know better.
Not a nice person: Although it’s true that people can work together without really liking each other, on some level, the most basic of respect and decency are required to develop a relationship that can generate success. Leaders who are rude, insensitive, or just plain unpleasant to be around are ultimately unable to generate loyalty, no matter how well they do their job in technical terms (and competency is no excuse for bad behavior). Over time, staff members move on and word gets around that this is a person best left on their own, as it should be!

Although many executives who exhibit these behaviors thankfully don’t last long, enough time often passes for damage to be done; to companies, people, and sometimes, even more. Using interactions with weak leaders to your benefit is extremely worthwhile, as each lesson is a valuable one.

You have the opportunity to chart the career path you’d like to travel. Take the time to think about the type of leader you truly want to be, in terms of how you approach and conduct your role. Technical ability aside (knowing how to do the job is a given), when you think of a leader, who do you see?

The reality is, successful executives know that they are always on the path of their journey and never quite at their destination. There is much to learn, practice, and do, so take each step out to the very edge of your ability.

in Career / Leadership 0 comments

October 1, 2014 by Jenifer Bartman

High Performance Teams

It’s been said that if you’re the smartest person in the room, you’re in the wrong room. This statement has never been truer than in today’s business world. As our global environment continues to grow and becomes increasingly complex, so must the many companies that seek to meet the needs of customers and stay ahead of the competition; in the absence of doing so, they will cease to be relevant. As a result, leading businesses must continuously improve what they do and develop and offer the products and services that best fit with a rapidly changing world and ever discriminating consumer. There’s no doubt that a high level of bench strength is required in order to do so.

Seasoned executives recognize that one of the most powerful components for generating success is a high calibre team, both at a senior level and throughout an organization. It is through great minds, creativity, and heartfelt commitment that teams can soar to achieve uncommon things, to the benefit of the company and the consumers that they serve. In these types of situations, barriers are overcome, new ways to do things are found, and true market leaders are made. Team members recognize the unique component that they bring, and have the right attitude for encouraging the success of others, realizing that empowered groups can truly achieve more than individuals. What is critical, however, is a talented leader to bring it all together.

In this series, we have already considered the importance of a number of skills, including generating results, role engagement, and professional development. Here’s more about why successful executives understand how critical it is to surround themselves with high calibre people, always.

Where it Goes Wrong

One of the biggest threats to putting together a high calibre team is ego, closely followed by insecurity; there’s really no other way to say it. When business leaders take the focus away from what’s in the best interest of the company and instead dwell on their own personal needs, making the right decisions can become elusive. This is best illustrated by asking the question “why wouldn’t a business leader want to be surrounded by the absolute best people they can find?” The answer, too often, relates to their own personal issues.

Although it might seem exciting to have a group of less accomplished people take direction and follow without question, this situation can quickly run its course, especially when competitive challenges, risks, and complicated issues arise (and, they will. This is the business world!). A loyal, but poorly equipped team of can quickly end up over its head, with few resources that have the capability to help the company survive the situation. It’s at times like this when a business leader might look around and see lots of faithful colleagues, but little in the way of actual help. And, as the ship slowly sinks, the realization that leadership is often judged by results brings into clear focus that success in business is much more about meeting customer needs than personal ones.

Striving for success on an individual level might be what’s needed to make career progress; however, the senior leadership level is much more about assembling a stellar team and working effectively to generate results. Here’s how to shift your mindset and get started:

Define your strengths. Recognize what your best talents are and articulate them well, as this knowledge will help to identify your best team role. This is no different than determining if you play best at forward, defence, or “in net”. Make a commitment and move forward from there.
There is no “I” in TEAM. Perhaps a cliché, but it’s true. Being successful as a high calibre team member is understanding what your strengths are and bringing them into the group. Integrate, participate, collaborate, and achieve results, together.
Focus on the business perspective. Objectives should be derived from what’s in the best interest of the company, and this generally comes from what customers and the marketplace want and need. Position the business for success and then focus on getting there, without interference from the inside.
Recognize the learning benefits. Being in a room with lots of smart and accomplished people is a great learning opportunity, and the knowledge that you gain is portable and can be taken wherever you go. Think about it: spending your career years in a learning environment is so much better than the alternative.
Soar. Perhaps, the greatest feeling in the business world: supreme success! Earn it, live it, enjoy it, and then, repeat. This is what successful companies (and teams) do.

The day will come when you will be looking back on your career, instead of looking forward. Ask yourself what you most want your achievements to reflect. If real success is at the top of the list, chances are, it will only be achieved if you are able to be part of a “super smart” team that will challenge its members in the spirit of getting to the best result. If you’ve been there, you wouldn’t have missed it for anything else.

in Career / Leadership 0 comments

June 27, 2014 by Jenifer Bartman

Market Focus

As much as executives have to manage what’s going on inside a company, external developments and the environment at large are at least as important, if not more. If being in business is all about developing and delivering products and services, it is the marketplace (including customers and competitors) that makes this effort relevant. Think about it; in the absence of a customer need for a particular product or service, businesses really don’t have much to offer. Similarly, the presence (or absence) of competitors can also determine whether or not a company has a meaningful market opportunity. This reality should be a humbling reminder for all executives.

Successful business leaders know that it’s critical to pay close attention to what’s going on outside of their company; committing at least 50% of their time to keeping a close eye on the external environment. This includes monitoring things like customer preferences and demand levels, competitive developments, and emerging trends on a number of fronts, including consumer behavior, product development, regulatory matters, technology, and economic conditions. Staff members at a less senior level might think that these areas don’t have much to do with “making the product”, but in fact, it is the marketplace that should drive a company’s internal efforts. Afterall, what is the value of a product or service that no one wants, is obsolete, or readily available through multiple sources?

In this series, we have already considered the importance of a number of skills, including, risk management, generating results, and communication. Here’s more about why successful executives understand the importance of integrating an external focus into their perspective.

Where it Goes Wrong

Companies have a tendency to get caught up in internal matters, including roles, staffing, and “the way we do things around here”. Another area where businesses often spend a lot of time (and in many cases, too much time) is in contemplating the products and services that they deliver, particularly when technology is involved. Although having great products and services is important, the level of effort in this area can at times far exceed what is actually required, often due to the natural passion so often associated with invention, as well as this area being at the core of how many businesses were founded. Couple this with attention grabbers such as personalities, politics, and other people related issues and the risk of distraction from what really matters can soar.

When business leaders spend too much time focusing on the company and don’t pay enough attention to the external marketplace, they run the very real risk of the business veering off course and becoming out of step with the needs and expectations of customers. In addition, less attention is paid to competitive and other market developments, which can result in displacement of position, as well as a decreasing relevance to customers. And make no mistake, this can happen quickly!

Learning how to take a balanced perspective, including both internal and external viewpoints, takes practice and can be a significant shift from that of less senior roles, where the focus is typically more internal. Here’s how to start developing the ability to have a greater external focus:

Understand the meaning of “industry”. An industry is a segment of the economy, where a company operates in its broadest sense, and is typically considered on a global or continental level. Although some might ask “how does what’s going on half-way around the world impact my business?”, it actually does, particularly in terms of consumer and technological trends and developments. Learn about the industry in which your company operates and monitor developments on a regular basis.
Understand the meaning of “market”. The market is the next level down from the industry, and often encompasses the area within which a company operates on a national or regional basis. Closer to home, developments are very relevant, particularly in terms of competitors and customer preferences. Within markets, companies can chart an expansion strategy. Consider this in the context of your business.
Articulate the target market. The target market includes potential and current customers, and businesses need to have a strong understanding of developments and attitudes towards the company. Know who your target market is, the potential for growth, and the level of satisfaction with your company’s products and services.
Stay connected with customers. Finding ways to connect with customers on a regular basis is a great way to integrate an external focus into your role. Customer service calls, surveys, appreciation events, and seminars/training can be great ways to interact, receive feedback, and “be seen”. Make a conscious effort to be active within your company’s customer base.
Get involved on an external level. Taking an active role in industry or community associations, participating in events, and networking help to keep the level of internal focus in check and provide a different perspective. Seek out these opportunities and choose wisely.

Over time, it’s not uncommon to notice a shift in terms of how time is spent and the increased external perspective that is generated. A balanced approach is powerful, so make a real effort to “look out the window” every day.

in Business & Strategic Planning / Career / Leadership 0 comments

May 28, 2014 by Jenifer Bartman

Generating Results

Although it’s true that executive level roles have a greater strategic focus and are further away from the front line action, senior level people still have to be able to get things done. Whether it’s helping a management team to solve problems, identifying an expansion path, or overseeing core business activities, executives are accountable for (and often judged by) results. This is not an easy place to be, particularly in times of change or declining performance.

So, if people at the senior level of an organization are less involved in front line work, how do they get things done? The answer might be as simple as comparing a successful executive to one who is less accomplished in this regard; think: sound planning and direction; ensuring that a company has the right systems in place that allow staff and management team members to do more; generating a motivating environment; and, of course, having all of the right skills on hand. This could be described as a “gentle push”, that allows a company to move forward with decisive support, as opposed to stagnating or being plagued by indecision. Smart executives know that getting things done is, in part, about decision making, but also about having the necessary experience and judgement to make good decisions. It is this ability that fuels the critical act of implementation and the results that follow.

In this series, we have already considered the importance of a number of skills, including collaboration, professional development, and generating respect. Here’s more about why successful executives understand the importance of implementation and getting things done.

Where it Goes Wrong

Executives who lose focus on the importance of generating tangible results might find themselves on the outside of relevance. Whether leading a for-profit business or managing the limited resources of a not-for-profit organization, results and productivity matter. Those who spend too much time on unfocused or theoretical efforts run the risk of leading an organization to a point where it will ultimately do less; this is the risk of becoming too far removed from the front line work.

Before too long, organizations can start to have a lack of urgency; a dangerous place to be in a competitive, and resource constrained world. What doesn’t get done today gets put off until tomorrow, as the weeks and months go by with little achievement in the way of tangible results. From a customer standpoint, who wants to deal with these companies?

Ensure that upward mobility on the career path includes sufficient focus on turning the wheels of productivity. Here’s how to keep focused on generating results:

Use meeting time wisely. Meetings should be used to communicate important information, seek input, confirm action items, and move forward. In order to ensure that the focus is kept on getting things done (and not just talking about it!), meet only when needed, maintain focus by using agendas and action items, and curtail non-productive chit chat.
Pay attention to standards and systems. Although some might consider processes and standardized approaches to be mundane, remember that they not only benefit the company, but also those who perform well enough to meet or exceed targets. Use standards and systems as an opportunity to accelerate performance.
Measure and monitor results. Once standards are in place, they have to be managed, which means measuring actual results to target and taking corrective action where required. Those who have the discipline and talent to do so are well regarded by the senior ranks.
Compensate based on results. Structures that include a meaningful variable component tied to performance tend to focus people’s efforts on what’s important. Good compensation structures include short term and long term incentives, as well as measures for individual, departmental, and organizational performance. Roles that are structured in this manner can be a good opportunity for those on the way up to demonstrate their worth in tangible terms.
Watch competitors and the marketplace. Paying attention to what’s going on in the outside world can be an important reminder that organizations need to take action in order to remain relevant to those that they serve. Remembering that any organization should be thinking about customers, competitors, and markets at least 50% of the time can help to instill a results oriented mindset.

The reality is that the more senior a position becomes, the more directly accountable it is for the performance of the entire organization, which, in turn, reflects how well the actual job is conducted. This is a significant shift from that of less senior roles, so the sooner that the “results” skillset is developed, the better.

in Career / Leadership 0 comments

March 31, 2014 by Jenifer Bartman

Respect

Being a leader means many things: having the necessary expertise to perform your role, overseeing the efforts of others, with a balance of support and direction; and fostering an environment that allows people and the organization to perform at their very best. This is a tall order for any executive, and at the end of the day, real success is only generated in situations where a leader is able to provide compelling reasons for others to follow, as well as fulfill their role.

An integral part of this process is generating respect, not just in how an executive performs in their role, but also in terms of how they treat others. This doesn’t mean behaving in a manner designed to win a popularity contest (being an executive often involves making decisions that might not be particularly popular); but rather, approaching a leadership role in a fair and balanced way and with respect. Although executive workdays are often characterized by too much to do and too many requests to do even more, successful executives recognize that they are always “on” and how they approach their role and interact with others is in full display at all times. Yes, living in the executive fishbowl can be a lot to handle.

In this series, we have already considered the importance of a number of skills, including collaboration, risk management, and professional development. Here’s more about the importance of developing and maintaining respect at the executive level.

Where it Goes Wrong

Although there are leaders out there who can generate results by using less than desirable tactics (think fear, intimidation, and other forms of pressure), this approach is far from acceptable and is not sustainable in the long run. After all, who wants to work for these people? The reality is that everyone in an organization has an important job to do, and companies need people at all levels; this means that all roles are deserving of respect, provided that they are conducted in a respectful manner.

Executive roles, by their very nature, typically impact a wide range of people, both inside and outside of a company. Those who don’t take the time and effort (or don’t have the skills) to treat others in a consistently respectful manner ultimately take more from an organization than they provide. It doesn’t mean that the parties have to like each other; but staff members, as an example, need to know that a leader will view business situations in a fair manner, be humane, and not bring personal bias into the mix. Having said that, those who approach planning for an executive role thoughtfully have the opportunity to bring so much more to a leadership role.

Generating respect from others is something that won’t happen overnight, which is one of the reasons why it is so important to adopt the right mindset now to ensure great preparation in advance of stepping into an executive role. Here’s how to get started:

Keep a long memory. You should be able to relate to many of the people in your workplace by virtue of having held less senior roles earlier in your career. By never forgetting the issues relating to those roles and what was important at that moment in time, you will be in a better position to relate to those who are currently in the job.
Practice empathy. Remember the human aspect of any organization. Simply put, people are people; they have the same kinds of hopes, dreams, and feelings deep down that many of us do. A big part of respect is treating people humanely, regardless of the situation at hand. Even in bad times, people will remember those who treated them with grace and respect.
Put things in context. Not everything in business life is critical, but many things are important. Let recognizing situations for what they are and not overreacting be your norm. Taking the time to fully consider the situation and reacting in a professional and pragmatic manner can help to generate respect.
Do your job well. Competence is important in generating respect, as it’s difficult to look up to someone if they aren’t very good at what they do. Respect isn’t about high-fives and fist-bumps around the office; it has many layers and is far more complex than that. Be the person who can always be counted on to get the job done.
Pay careful attention to role models. Observing experienced executives in terms of how they handle all types of situations and the human element throughout is a great way to learn; both in terms of the leader you want to be and behaviors you never want to repeat. Well respected executives are easy to spot.

Remember that respect is a two way street; you have to give it to earn it, and around it goes. At the end of a difficult day, you will be glad that you have this important skill in your corner.

in Career / Leadership 0 comments