Generating Rapid, Repeatable Revenue: Seattle CEO Workshop

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This is just a quick reminder about the private CEO breakfast/lunch meeting I’m hosting at Escala on June 21 from 7:30 AM to 12:30 PM. At this private peer advisory board meeting, we’ll hear from Vistage speaker Greg Winston. He’s talking about Generating Rapid, Repeatable Revenue.

Greg explains how to improve sales and how to hire and manage processes and people more efficiently. Greg’s talk is not a lecture but an interactive workshop. His goal is to propel you to faster and higher growth.

Why listen to Greg?

  1. Top-rated Vistage for 14 years now
  2. He’s increased sales in two companies right here in Seattle
  3. I select speakers based on the scores they get from other Vistage groups and Greg routinely gets all 5’s

Greg Winston Photo 2Key issues Greg will cover:

  • Recognizing and hiring the best talent
  • Internally motivating your team to sell at 100%
  • Establishing the mental advantage that accesses your team’s full potential
  • Developing skills that keep the sales energy going and growing
  • Selling using social media and LinkedIn

Registration closes on Monday at 5 PM. Seats are limited. Click here for details.

If you’re an invited guest, you will also experience how a Vistage private peer advisory board, led by me can help you evaluate opportunities, gain new perspectives and discover a renewed sense of direction.

Dollar signs repeatingVistage is an exclusive CEO and business executive organization with more than 21,000 members internationally. Our members meet one day per month with a non-competitive group of their business peers to work on their most pressing business issues, opportunities, and challenges.

The atmosphere of trust and accountability created in these groups provides an environment where you can recharge your thinking to work “on” your business instead of “in” your business.

Please contact me with any questions: (206) 890-6858 or kevin.mckeown@vistagechair.com. For more about my Vistage Chair Practice: LinkedIn and here.

Start Your “Mutual Selection Journey” into a CEO Peer Group…

Accelerate Growth Peer Advisory

You lead. You found. You own. You hold the President and CEO title. That seat is hot. You drive hard. You don’t take a break. You achieve big. Your energy is boundless. You are exhilarated. You also feel lost, drained and disengaged. Sometimes you get stuck IN the weeds of the business. That’s the paradox. Real leaders:

  1. Feel isolated and are looking for a source of agenda-free advice
  2. Struggle with a balance between work and personal time
  3. Are frustrated by slowing, stagnating business
  4. Have difficulty managing rapid growth
  5. Wish to be held accountable

The reality? You don’t get to wear your frustrations or anxieties on your sleeve.You don’t get to have a bad day.You have to show up every day. You still have to make the key decisions for the company. You have to inspire active participation in your vision. You have to build culture. You have to manage change. So,

Issues

…for businesses seeking to achieve profitable growth and for leaders feeling secluded as they deal with critical decisions…

Solution

Vistage brings together CEOs, executives, and business owners into confidential peer groups, forming a trusted advisory network that when combined with a proven, issue resolution process led by an experienced Chair,…

Outcomes

…enables leaders to hear diverse perspectives on their issues and opportunities and make better business decisions that lead to positive results….

Proof imageProof

…For example, Vistage helped an electronics distributor experiencing stagnant growth define and communicate a compelling strategy and market position, leading to over 50% growth. In fact, a 2015 independent analysis revealed that companies that joined Vistage over the past 5 years grew 3 times faster than the average U.S. company.

If you are:

  • Eager to develop and grow personally and professionally
  • Intelligent, self-aware, coachable and a lifelong learner
  • Prepared to check your ego at the door (humble)
  • Rewarded by contributing to others’ success
  • Energized by networking with other leaders
  • Interested in other people’s perspectives
  • Ready to challenge the status quo

And, ready to work “on” your business instead of “in” your business then I would like to talk with you. You may be a candidate and potential member for my chief executive group. The Mutual Selection Journey is a guided process:

Membership

The Mutual Selection Journey is an opportunity for you to get to know me and the group I chair. The selection process requires that we:

  1. Connect by phone for 10 minutes to exchange information,
  2. Meet for 20-30 minute to explore interest in experiencing Vistage, and;
  3. Have a private, 90-minute conversation to determine if Vistage is right for you and if you’re right for my group.

The next opportunity for you to experience my Vistage Group 4807 meeting is on Tuesday, July 19. You’ll gain also insight into issue resolution process and speaker workshops (special guest planned). Please read my post on Member Attributes for a sense of the quality of my members.

Save the date 2Save the date:

  • What: Chief Executive Group 4807 Meeting 
  • When: Tuesday, July 19 from 7:30 AM to 3:30 PM 
  • Where: Escala (Theatre Room), 1920 4th Avenue (and Virginia Street), Seattle, WA 98101

To join Group 4807, you must be selected as a candidate or referred by a member, and:

  1. Be the decision maker for your company (P&L responsibility),
  2. Generate more than $5 million in revenue, and;
  3. Complete the Mutual Selection Journey.

Call-Me imageIf you would like to talk or have questions:

How Do You Triple Your Company’s Growth Rate?

Vistage ValueMaking a habit of getting unbiased counsel on your most important business decisions triples your company’s growth rate.

As leaders, we often feel trapped in own businesses. Instead of working ON the business, we get stuck working IN the business. I’m also sure your management team and advisors serve you well but very often don’t have the experience or perspective to provide the advice and counsel you need as a CEO. In fact, such people are rarely found within your enterprise.

Companies don’t go beyond the boundaries set by the CEO. Growing CEOs (leading from the head down) move the boundaries. They push outside their comfort zone from a position of strength.

So where do you go to get unbiased advice?

Backed by Vistage Worldwide, I lead private advisory boards for chief executives, presidents and business owners. Non-competing peers help you step out of the day-to-day and think differently, make better decisions, take bold action and generate meaningful results. The upshot? Vistage members experience new levels of intention, freedom, power, creativity and fulfillment. When you are firing on all these cylinders, you earn back the luxury of time, our most precious commodity.

The power of Vistage is in the layered experience and built-in accountability: thoughtful, honest feedback from leaders like you + dedicated one-to-one advisement + expert-led workshops.

Seattle Skyline (Vistage)I bring some distinct experience to the table. My business career focused on commercializing the Internet as a business developer, executive, founder and owner. My background cuts across e-commerce, digital music, interoperable communications, social media marketing and law. I view the world from the digital native’s perspective. Underpinning all of this? Leadership in the trenches and a deep passion for guiding leaders to achieve more than they ever imagined possible. My calling:

I am called to influence the few that influence the many. I’m an eye-level, ripple maker. The few turn those ripples into tsunamis of positive change. It’s not about me. It’s about the CEO board that I facilitate. This guided process forges a powerful peer advantage for the 16 appointed CEOs. 

I’m currently looking for one or two new members to join my board of CEOs, presidents and business owners in the Seattle area. If you are looking to become a better leader and grow your business in the process, let’s see if we’re a fit for each other. 

Please register for my Chief Executive Breakfast Forum on April 19, 2016, in downtown Seattle. Questions? Kevin McKeown, Chair (Seattle): (206) 890-6858 or kevin.mckeown@vistagechair.com

Seeking Real Leaders (CEOs) Desiring Brobdingnagian Awareness

Successful leaders combine good business sense with inspiration, guidance and unwavering authority. The Vistage Chief Executive Program creates a unique environment that provides each member with the individual insight, coaching, strategies and leadership skills needed to achieve better decisions and results for their company.

Brobdingnagian is Vast, Huge, Big, Immense, Mammoth…

The CEO superpower we all want in our arsenal? Mega self-awareness. Why? This is the basis for solid decision making. The best decisions rarely come from the CEO pondering in deep isolation. High-quality decisions and decision-making excellence happen when CEOs:

…learn from and draw on the experiences of others. In this process, success depends greatly on the quality of social exploration—and on whether your information and sources of ideas are diverse and independent. –Decision Making: Beyond the Echo Chamber (Harvard Business Review)

Imagine connecting with up to 16 CEO peers from a diverse range of businesses and backgrounds. Picture a private peer advisory board that is guided by an expert facilitator (Vistage Chair). Envision harnessing the power of your fellow CEOs to assist you in making your most difficult decisions. This is more than peer influence. This is about creating a peer advantage.

If you’re a CEO ready to break the habit of dwelling and deciding in isolation then we should talk.

I’m currently interviewing for two open seats on my Vistage peer advisory board. I seek life-long learners. I’m looking for people who are receptive to change. Companies led by growing CEOs create enormous value on a consistent basis.

Even the best-of-the-best CEOs have their blind spots and can dramatically improve their performance with an outside perspective weighing in. –”Lonely at the Top” Resonates for Most CEOs (Stanford)

My peer advisory board is limited to noncompeting chief executives, presidents and business owners who are final decision-makers and P&L responsible with $5 million or more in annual revenue–in the Seattle area.

Social explorers…seek to form connections with many different kinds of people and to gain exposure to a broad variety of thinking. –Beyond the Echo Chamber

Big Picture:

You’re in a ready-state for a peer advisory board when you are:

  1. Willing to face your problems, challenges and opportunities head-on.
  2. Ready to bring your private issues before a trusted group of peers.
  3. Comfortable listening to and accepting input from others.
  4. Motivated to act on the feedback shared.
  5. Ready to reflect, grow and develop.

You also align with and possess these member attributes (overlap intended):

Member Attributes:

Accountable – The CEO must be willing to take action on issues (problems, challenges, and opportunities) processed in the Group and commit to moving forward.

Autonomous – The CEO must be able to make high-level, important decisions about their business and have the ability to act.

Bias – The CEO must be willing to work closely with other CEOs regardless of their gender, age, race, religion, national origin, etc.

Confidential – The CEO must be sworn to the secrecy of all confidential matters discussed in the Group. What’s discussed in the Group, stays in the Group.

Dedicated – The CEO must be steadfast in their commitment to doing what is in the best interest of the Group and its members, both individually and collectively. This includes helping to keep the group full (16-18 members). A full Group ensures exposure to broad, diverse perspectives and ideas.

performance-management-solutions1Green and Growing – The CEO has experienced long-term growth in recent years and has a burning desire to promote future growth.

Non-Judgmental – The CEO should realize that what might be easy for them might be very difficult for another CEO.

Open Minded – The CEO should be willing and able to consider new or alternative ways or methods of resolving issues brought before the Group.

Pain – The CEO will likely be experiencing pain relating to being Green and Growing or regarding their desire for continuous personal and professional improvement.

Participative – The CEO must be willing to engage in meaningful dialog with genuine interest.

Respect – Each CEO must show empathy and RESPECT for all fellow CEOs in the group.

Skills/Competencies – The CEO has specific skills or unique competencies that help the Group be well-rounded and capable of addressing all issues raised.

Venerable – The CEO should be able to ask questions that tug at the emotions of others, as well as their own. Vulnerability begets vulnerability creating a trust bond.

Next Step:

core-values-2016

To experience the peer advantage in action, register for my Chief Executive Breakfast Forum on April 19, 2016. Seating is limited.

To learn more about me and my Vistage chair practice: LinkedIn and here. Contact me with any questions: (206) 890-6858 or email: kevin.mckeown@vistagechair.com.

Recommended Reading

(Special thanks to my friend and colleague, Terry BowenVistage Chair – Fayetteville, Arkansas – for graciously sharing his outline on member attributes. He did the heavy lifting. I edited and revised to suit the purposes of my chief executive group in Seattle. Also, deep thanks to my mentor and colleague, Tom ZahniserVistage Group Chairman – PNW – for helping me identify CEO candidates in a ready-state for the peer group experience.)

The Essential Traits of Effective Leaders? Predicting CEO Success…

Leadership QuoteWe know from Daniel Coleman in the HBR article – What Makes a Leader – that effective leaders are distinguished by a high degree of emotional intelligence in five areas: self-awareness, self-regulation, motivation, empathy, and social skill. Coleman’s findings are based on research at nearly 200 large, global companies.

We know from the McKinsey article – Decoding Leadership: What really matters – that the secret to developing effective leaders is to encourage four types of behavior: being supportive, operating with strong results orientation. seeking different perspectives and solving problems effectively. McKinsey’s global survey includes 189,000 people in 81 diverse organizations.

And now we know, according to Spencer Stuart, a global chief executive search and leadership consulting firm, that CEO success can be predicted. Spencer’s “Executive Intelligence” assessment approach quantifies a candidate’s critical thinking, conceptual thinking, social and emotional intelligence, and dynamic learning.

CEO Brief–the crux of the Spencer Stuart article:

  1. Learning intelligence is an especially powerful predictor of executive potential.
  2. Individuals who are strong in this area recognize and accept new information, even when it contradicts their own assumptions.
  3. They pursue constructive criticism, recognize their personal biases and flaws, and change their ideas and actions based on these sources of new or contradictory information.
  4. CEOs, in particular, benefit from learning intelligence.
  5. Because of their position of authority, CEOs tend to be insulated from ideas and information that contradict their thinking.
  6. This happens either because they are farther away from the sources of new information or because others are more guarded about sharing potentially contradictory views.
  7. The CEOs who are best at learning intelligence not only seize spontaneous opportunities to learn but also build channels to enable learning, for example, creating their own advisory councils to keep their thinking fresh.

To experience a private, peer advisory council of noncompeting CEOs and business leaders in action, click here.

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Developments in Predicting CEO Success: new perspectives on identifying and assessing the essential traits of effective leaders

Senior executive decisions are incredibly high stakes and challenging. Especially at the highest levels, the difference between selecting the right leader and the wrong one is stark: The right leader sees changes in the world and market that can affect the business and mobilizes the organization to pursue the best opportunities. The wrong leader is more likely to miss the market developments that could be fatal to the business, or be unable to translate the threats into action. Complicating these decisions is that, far more often than not, they involve executives who have not previously served in the position, so by definition they lack a track record in the role that can be assessed.

To put this challenge in context, consider that in the U.S., for instance, 80 percent of Fortune 500 CEOs are first-time CEOs. The conundrum for boards: how to assess candidates for a position that is larger in scope, highly dynamic and vastly more complex than any of their previous roles, no matter how big or important, and where there is no “boss” to serve as a backstop.

This challenge is not a new one, but the tools for assessing executive talent have evolved. In the past, boards typically chose the next CEO by assessing candidates against a set of executive capabilities such as “ability to drive results” or “ability to lead people” as well as categories of experience in the relevant industry, market or geography. This approach provided useful insight about executives’ knowledge, experience and current ability, but left an important gap in the board’s understanding of the candidates. Namely, it shed little light on whether the individual could stretch beyond his or her current capabilities to deal with the complexities of the new role — whether he or she could grow into the job and change with it and with the company.

Spencer QuoteSpencer Image

More than a decade ago, Spencer Stuart pioneered a new assessment approach to close this gap and get at individuals’ executive potential. This approach measured individuals’ Executive Intelligence (ExI), quantifying their critical thinking, conceptual thinking, social and emotional intelligence, and dynamic learning. Years of data and experience have since demonstrated the predictive power of these traits on executive performance — and their link to the performance of the business.

The idea of an executive’s “potential” has gained traction more broadly, but too often the discussion pits executive potential against executive capabilities. With more than 10 years of data and real-world assessments behind us, we know that potential and capabilities both matter when assessing senior-level candidates. Further-more, we have advanced our assessment so that we are able to not only evaluate individuals’ current capabilities but also understand their overall executive potential and the specific capabilities they have the capacity to build.

The power of potential

How can a board really know whether the head of the company’s most important business — who has exceptional operational skills and a track record of turning around troubled units — will excel as CEO, where defining and evolving strategy and interacting with the board and shareholders are top priorities? Or how can a CEO be confident that a successful regional CMO who excels at building relationships with regional and local leaders will become an effective global CMO, where the ability to drive innovative programs at the enterprise level and influence the C-suite defines success?

When assessing proven capabilities alone, leadership questions such as these can be difficult to answer. That’s because most successful executives have built significant domain expertise, a strong skill-set relevant to their roles and solid relationships with the key players in the organization — all of which help the leader accomplish goals. But knowledge and capabilities are not enough to predict how a senior leader might do in the next role or other future roles that are more complex and ambiguous or very different in nature. As executives move higher in the organization, past knowledge and relationships become less effective tools for accomplishing business objectives. The context changes and executives must make sense of a much wider set of issues with less concrete information, and then conceptualize a clear plan, inspiring, engaging and motivating a large organization to act.

The difference between executives who can continually develop and excel at the highest levels of a business and those who can’t is their Executive Intelligence. An Executive Intelligence assessment measures individuals’ capacity to be successful in new, unfamiliar and complex situations — exactly the type of situations in which CEOs and top team leaders are tested. Higher scores equate to greater potential to take on these roles. CEOs, in particular, have to be able to stretch further and faster as they become less expert about any particular business or functional area and their purview continues to expand.

Executive Intelligence assessments measure five key dimensions: business intelligence, contextual intelligence, interpersonal intelligence, learning intelligence and conceptual intelligence. Executives with strong business intelligence are able to apply analytical judgment in complex and ambiguous situations. An executive with a high degree of contextual intelligence is able to see situations from multiple perspectives, while someone with highly developed interpersonal intelligence has the ability to read and respond to others’ emotional state to ensure a constructive interaction. Conceptual intelligence enables leaders to produce big-picture insights from complex and disparate information. Finally, a high degree of learning intelligence allows individuals to change how they think and act in light of new information.

Executive Intelligence: Impact on ExecutivesOur research has found that learning intelligence is an especially powerful predictor of executive potential. Individuals who are strong in this area recognize and accept new information, even when it contradicts their own assumptions. They pursue constructive criticism, recognize their personal biases and flaws, and change their ideas and actions based on these sources of new or contradictory information. CEOs, in particular, benefit from learning intelligence. Because of their position of authority, CEOs tend to be insulated from ideas and information that contradict their thinking, either because they are farther away from the sources of new information or because others are more guarded about sharing potentially contradictory views. The CEOs who are best at this not only seize spontaneous opportunities to learn but also build channels to enable learning, for example, creating their own advisory councils to keep their thinking fresh.

Research has proven the connection between Executive Intelligence and the ability to grow into more complex leadership roles and have a positive impact on the business:

  • Executives with high Executive Intelligence scores have far more room to grow. Over time, executives with high potential will bypass others who don’t score as well, and high ExI scores correlate with faster executive promotions. An analysis of more than 700 CEOs, managing directors, COOs and CFOs globally found that executives with high ExI scores were promoted 22 percent faster than executives with low ExI scores. In other words, these executives were promoted one year earlier on average than those with lower scores. These traits are especially important for CEOs who have to stretch more than any other executives. Not surprisingly, CEOs score distinctly higher than “CXOs” — as much as 15 percentage points higher — and CXOs score similarly higher than the next level of executives.
  • Businesses with higher-scoring CEOs perform better. Another study examining the influence of top leader Executive Intelligence on business performance looked at measurable, publicly available data for 82 companies or large business units, finding that the CEO’s ExI score at time of appointment predicted 16 percent of the variation in profit performance two years later.

Executive Intelligence: Why it matters

Putting insight into action

Today, we are able to measure executives against a far more nuanced set of Executive Intelligence traits, revealing in much greater detail an individual’s raw potential to develop beyond current levels of experience and know-how. As a result, our assessments look not just at the executive capabilities a leader has today, but also which capabilities he or she is most able to develop and in what time frame. For example, we know a leader must be strong in business intelligence and conceptual intelligence to develop the highest levels of strategic thinking, while weakness in these will make the development of strategic thinking difficult or even impossible. An executive with great interpersonal intelligence is more likely to be able to collaborate effectively across the organization and influence others to achieve goals.

Put another way, executives’ ability to develop certain executive capabilities will be enhanced or constrained by their degree of Executive Intelligence. Someone who is strong at conceptual intelligence will be able to find and communicate big-picture ideas from chaotic information, but without a similarly high level of business intelligence, they may be unable to recognize all the steps required to implement the vision. A leader who excels at analyzing situations and problem-solving where he or she has a built-up knowledge base but has little patience for fact-finding or sorting through the details may not be the ideal choice to place in a completely new situation where quickly learning a new industry or geography is required for success.

The ability to predict long-term executive capability and identify the best opportunities for growth enables organizations to truly manage and develop their leadership talent as strategically as they manage and develop their business. Being able to evaluate the current and future readiness of succession candidates allows boards and CEOs to plan for succession with more precision — and more accurately consider who is the most ready today, who could be ready in a year and who has the most potential, even if he or she needs more time to develop that potential.

Knowing whether or not a succession candidate has room to develop certain capabilities may flag potential limitations that could be addressed by surrounding the leader with the right team or suggest that the person would be better placed in a different role. By contrast, the ability to see potential in individuals who have not yet been tested in the most senior roles may help to uncover exceptional leaders who would otherwise have been overlooked.

Consider the example of the CEO succession candidate with a track record of turning around troubled business units by cutting costs and headcount and rationalizing the supply chain. Because of his success in turnarounds — and because he was a less skilled communicator — he was viewed by the board as a superior operator, but not as a strategist. Yet, his Executive Intelligence scores indicated that he had the capacity to be much more strategic, despite a lack of experience. We encouraged the CEO and board to let the executive run the strategic planning process the following year, giving him access to more information about the business and enabling him to forge closer relationships with other senior leaders. Most importantly, it provided the opportunity for him to showcase his skills — and for the board to see him in a completely different light, giving directors the confidence in this leader’s ability to develop into the CEO role.

Conclusion

Spencer Image 2Few business decisions matter as much as the choice of leader, and the stakes of leadership decisions are greatest at the most senior levels of an organization. Traditional assessment methods that examine executives’ capabilities and track record provide an important but incomplete view of candidates’ readiness for promotion. Understanding an executive’s readiness to move into the next role — and future leadership roles that require dexterity amid complexity and ambiguity — requires an assessment of executive potential.

More than a decade of research has demonstrated the predictive power of Executive Intelligence on executive performance as well as the performance of the business. Measurements of critical thinking, conceptual thinking, social and emotional intelligence, and dynamic learning reveal executives’ potential to excel in new, complex and ambiguous roles. Today, we can be even more precise about an executive’s potential, pinpointing the specific areas where he or she has room to grow. The ability to identify the best opportunities for growth enables organizations to truly manage and develop their leadership talent.

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Recommended Next Step

Learning intelligence is a powerful predictor of executive potential. Discover why CEOs who are best at learning intelligence create their own advisory councils to keep their thinking fresh.

coffee-and-croissant imageI invite you to attend a complimentary breakfast event organized exclusively for Seattle area chief executives, presidents, founders, and business owners like you:

My event gives you a visceral sense of the Vistage CEO peer advisory experience, how you can talk about anything — big or small — and receive support, suggestions, tactics and strategies from business leaders just like you. The event will start with breakfast. Registration is by invitation-only.

RSVP by registering online or calling me directly at (206) 890-6858 or emailing me at kevin.mckeown@vistagechair.com or LinkedIn.

 

 

Thank you to Spencer Stuart for granting me permission to post and cite this article. For information about copying, distributing and displaying this work, contact permissions@spencerstuart.com.

A Memory Triggered by Nelson Mandela…

Mandela imageThis quote takes me back to my first leadership position:

A leader … is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind. –Nelson Mandela

I came to Seattle as a young newly appointed managing director for a large Japanese equipment maker. My head was spinning. My footing unsure. Leading was new. I had to build a technology team capable of interfacing with the software and mechanical engineers in Japan. I needed to assess whether we could import this company’s technology “as is” or whether modifications were required. We had a lot to do in a short period of time.

I also needed to build culture. I remember doing a team building exercise with my new team. This exercise was lead by a HR professional.

The HR person drew a boat on a whiteboard. She asked us to place ourselves on the boat based on our position or title. She asked me to go first. I drew myself behind the boat on water skis. I colored outside her lines. I got a long stare. My feeling at the time? What’s that stare for? I trust the team I’m building. I believe in my team. They are working hard. They are propelling the company forward. They’ll increase or decrease engine power based on my cue–or hand signals–so leave them be and let them lead from their strengths.

Later, the HR person counseled me that I should have put myself in the drivers seat. She said I need to see myself as in control. I never bought that. A leader’s touch is light–a nudge here–a question there–some encouraging talk or even a positive push or suggestion. Sure, some circumstances require a stronger approach–I get that. Still as General Dwight Eisenhower quipped, leadership is “…the art of getting someone else to do something that you want done because he wants to do it.” That’s about inspiring not commanding.

Leadership advice is never one-size-fits-all. Be wary. Be skeptical. Go with your gut. Trust your instincts. Lead from your heart. Move your tribe into the future like Mandela’s shepherd.

Agree? Disagree? How do you view the art of leadership?

 

CEO Snack: Value of Outside Peers…

spreekbeurt-tips-onlineMake sure to keep your energy up today. Here are a couple snacks to chew on:

9 Reach out for support. It’s lonely at the top and having a couple trusted advisors or peers outside your company who you can run things by will help you learn new tricks, see things from different perspectives and avoid costly errors that others not caught in the thick of it can see.

8 Get objective feedback about your own performance as a leader. Rarely do you see yourself as others do. Be actively involved in continuous self-improvement as top executive, like a professional athletes are. Be a model for continuous improvement by doing it yourself.

Reading: What You Can’t Learn at Harvard about Leadership: 100+ Tips Learned in the Trenches by Carl Robinson, Ph.D.

I find that the most effective CEOs are life-long learners. They schedule time for ongoing personal development. Are you dying to learn, grow and develop?

Please share your approach with me.

“Why” am I a Vistage Chair in Seattle?

Are you about having conversations that matter? Are you the president, CEO, founder, owner, managing partner or general manager (chief executive) Are you P&L responsible and the final decision-maker? If so, we should talk.

“To overcome the isolation at the top, CEOs need to find people they can trust who can hold up the mirror to them. It’s generally not someone on their management team; most often it becomes someone on the board or a peer CEO or former executive outside the company who has experience with a similar organization. It’s up to the CEO to seek out unvarnished feedback.”  –Dr.Thomas Saporito, Chairman & CEO of Chicago-based RHR

Kevin_McKeown-2

Kevin McKeown

My calling, my passion – my WHY – is about influencing the few who influence the many. Grace for me? Seeing a single, tiny ripple turn into tsunami of positive change. My intention? Drive toward the greater good. Be a whispering catalyst. That sounding board that challenges. An ear that listens without judgment. Empathic. A trusted advisor. Inspiring the extraordinary. Impactful.

I am you. I lived long hours in that lonely C-suite. The intensity of my job and lack of peers to confide in created extreme feelings of isolation. That negatively affected the relationships that mattered most. I believed having a leadership coach was enough. I wasn’t wrong but I wasn’t right–I needed more. I craved raw, blunt, frank, undiluted, candid and honest feedback. That experience informs. I offer you a better way to secure what you value most: less hours worked, quality time with your family, financial independence, business success, etc. with much less risk than I endured. The magic?

Vistage private advisory boards enable business leaders to leverage the wisdom and experience of their peers, the guidance of an expert leadership coach – called a Vistage Chair – and the collective knowledge of the worldwide Vistage community.

This is a group of handpicked chief executives is comprised of eighteen brilliant minds helping each other transform personally, professionally and organizationally. These elite eighteen are gifted, centered and aware. These members see compassion and grace as strengths. They know that the path to courage and noble power is through vulnerability.

jim_rohn_quote IMAGEIn the words of CEO Andy Parham from St. Louis, Missouri:

The content is almost always thought provoking and practical. The one-on-one’s with my Vistage Chair are always the right combination of sounding board and challenge. By far, though, the most valuable part of Vistage for me is the group. We have so much wisdom packed into one group and their only agenda is to help – and they do in so many ways.

The peers in our group ask for and encourage development of each other. Each peer has the other’s back–they hold each other accountable. They want to lead large and be great. They deeply value being one of the eighteen crème de la crème knights seated at the round table in “executive session.” They know that making quick, wise decisions based on limited information is much less daunting inside a network of caring, committed peers.

 A 2015 analysis revealed that members who joined Vistage over the past five years grew their companies at three times the rate of average companies.

If you are dying to learn, grow and development then I welcome the opportunity to build a relationship. As a Vistage Chair, I train fellow members to develop each other as peers. By “coaching the process,” I ensure that the group listens, probes, challenges, clarifies and generates insights for each other. Your “discovery group” is comprised of noncompeting peers. Your group becomes a lifeline for you personally and professionally. By harnessing the energy of your peers, you ask the right questions and arrive at better answers for your most pressing issues, problems and leadership challenges.

One of the biggest secrets to success is operating inside your strength zone but outside of your comfort zone.  Ralph Heath, managing partner of Synergy Leadership Group

If you’re ready to:

  1. Step out of the day-to-day to think differently
  2. Gain insights
  3. Make better decisions
  4. Take bold action
  5. Generate meaningful results

then I invite you to learn more about the selection process for my chief executive peer advisory group in the Seattle metro area. Please contact me (206) 890-6858 or kevin.mckeown@vistagechair.com. I seek qualified, noncompeting chief executive candidates in these industries:

  • Agriculture/Farming
  • Developers/Builders/Construction/Real Estate
  • Engineering/Operations
  • Financial Services/Banking/Money Management/Accounting
  • Hospitality
  • Human Resource Management
  • Manufacturing
  • Marketing/Design/Social Media/Advertising/PR
  • Non-Profit
  • Professional Services/Legal/Insurance/Consulting
  • Science
  • Technology/IT (IoT, Cloud, SaaS, Software)
  • Transportation
  • Utilities

Click to learn Why Vistage?Vistage at a Glance and Types of Vistage Groups.

Inspired by a true story, this short, 3-minute video shows how two Vistage peers overcame a significant business challenge with the support of their Vistage group.

My thanks to Sarah Fraedrich, executive business coach, for helping me edit this post. You rock, Sarah!

Contact me: (206) 890-6858 or kevin.mckeown@vistagechair.com

A Real Leader Creates Another World For You…

Chris Murray, CEO of Oomph

Chris Murray, CEO of Oomph

When my former company, LexBlog, was planning to make some major platform updates by early 2015, we knew we’d need help if we hoped to maintain business as usual. To the rescue, Joshua Lynch, LexBlog’s Director of Product Development. He researched and discovered Chris Murray and his team of WordPress experts at Oomph.

I insisted we visit Oomph’s Boston office before getting started. Josh and I like to meet potential business partners in person. I’m happy to report that the combination of Josh’s steady guidance coupled with Oomph’s professionalism, experience and dedication, enabled us to successfully update our WordPress blog installations and migrate those blogs to new hosting at WP Engine in February of this year.

Our trip solidified our relationship with Oomph. At our first meeting over breakfast, Chris and I were talking about leadership and culture at our companies. He shared a story with me that I thought you’d enjoy so I encouraged him to consider writing a guest post. He did. In Chris’ words:

Walt Disney’s Impact

I was at Disney last week with my family. As you may know, the park is constantly undergoing improvement projects but they do a great job concealing the work with nicely designed fencing that incorporates quotes from Walt Disney under the heading “Dream Builders.” One of these quotes really resonated with me and aligns with why our most recent company retreat was such a success and why we’re still feeling the lasting effects of our investment of time and money today.

I don’t want the public to see the world they live in while they’re in the Park. I want them to feel they’re in another world.

–Walt Disney

Three years ago at a quarterly all-company retrospective, I tasked a number of small teams with providing one ‘big idea’ they thought could be relatively easily implemented and have a big impact on the company in some way. One of those big ideas came from two of our best team members. They called for an all-company remote work week.

Our first attempt to implement this in 2013 was a success, but our second “retreat” earlier this year turned out to be life-changing for me, and likely for many on our team.

comfort-zoneI am the Founder and CEO of Oomph, a Boston-based digital agency where we work with a phenomenal group of clients to build engaging digital experiences. Day in, day out, we constantly challenge ourselves to do our very best work for our clients. Getting out of the office and cultivating our team is a welcome break from our usual day-to-day client focus.

This year we put a heavy emphasis on getting outside of our element and comfort zone. I wanted the team to forget about the office. Although most of the faces would be familiar, like Walt Disney I wanted them to feel they were in another world.

Make the Location Special

The location is part of the experience, and I can tell you that hosting in a hotel conference center isn’t going to be memorable. It’s too close to resembling the office and very simply, not personal.

We chose a 40 acre estate in Maine for our retreat this past September. It was on a pristine lake with unique houses and plenty of outside space. There was nothing that remotely resembled an office. We also took five days in which to let people soak it all in. Striking the right balance between too much time away from families and the needs of clients, but enough time to settle into the moment, is crucial.

Avoid the Same Old Same Old

We typically do one serious company meeting per quarter. These are helpful and important, but when you’re taking a break as a team, no one wants to hear more formal presentations from the people they hear from all the time. Although I felt compelled to present at the retreat kick-off to set the stage, and also do a close-out session, for the most part I shut up.

Passions Outside of Work Matter

There are lots of flavors of “fun” for different people. And on the ground, every single one of Disney’s “Cast Members” personally contribute to the experience. Embrace your team as cast members of your own retreat. It may seem simple, but having someone tinkering on a grand piano over breakfast adds considerably to the experience. Folks passionate about board games make time after dinner an absolute blast.

Put a Roller Coaster in the Mix

You leave Disney with a favorite ride (Expedition Everest was mine!), and your retreat needs one too. We brought in Eric Kapitulik from The Program. The Program is a leadership development company that works with many of the best sports teams in the country. He and his colleague Tom put our team through some incredible exercises that made everyone re-think what it means to be a great leader, and what it means to be a great teammate.

I don’t want to spoil his entire program for everyone, but the highlight of the retreat was full-on boat races in inflatable whitewater rafts on the lake. Let’s just say there was serious competition and we all finished up very, very wet.

Craft Another World

In the spirit of getting everyone out of their element, we opted to host a formal “jacket and tie” cocktail party and dinner on the terrace. We’re a very casual company, and there was plenty of moaning and groaning about this beforehand. But swapping tee shirts for ties opened a world of new conversations, plenty of humor, and I know for sure we’re all better for it.

Let the Magic Happen

Transplanting your team to another world can be an incredibly special experience. It is so easy for people to get lost in the weeds in the day-to-day at work that sometimes it is hard for a teammate to really rise up and show their talent. I’m lucky to have quite an amazing team and there was magic nearly everywhere. But for me the most special piece of magic was watching a former intern turned newly-hired developer step up and take a leadership role in many of our activities. Previously heads-down in a corner, learning furiously, he showed our entire team a new side of himself, one he may have not seen before either.

Recap

OomphThree months after our retreat, we have embraced so much of what we learned as a team. We have changed up some roles, including this team member’s. We have tweaked our client engagement methodology. We have refined and streamlined our company values of being Driven, Smart, and Personal. And many of the lessons and memories from the retreat have simply become part of our new day-to-day.

Thank you, Chris. Check out Oomph’s top-notch work at oomphinc.com.

Google Nipping At Your Heels? Try Being More “Responsive”

Photograph of Viggo shot by Sarah D Fischer @SarahReality

I don’t want no dog nipping at my heels.

Did you know that mobile overtook “fixed Internet access” last year?

“So what?” Really, you’re saying, “So what?”

Well, unless “…you’re Chuck McGill or you solely serve neo-Luddite technophobes who curmudgeonly resist the coming Singularity, you need to make your [blog and] website mobile-friendly.”

That’s your digital universe shaking. Feel that dog nipping at your heels? Pause. Breathe deep. Ouch! I know, right? Damn that nonstop change. But think for a second about how you access the Internet. You want that on-the-go, always-on, mobile access from your smartphone, don’t you?

We all do.

In fact, a huge percentage of your audience is reading your site from mobile devices and that number is going nowhere but up. That’s a trend you want to do some planning around. The time is now to develop a mobile-friendly strategy. Translation: if your site isn’t mobile-friendly, it will suffer in the search rankings on mobile devices.”

Consider the landscape:

  • Over 60 percent Google searches come from mobile devices 
  • Mobile searches are 30 percent of total organic traffic
  • The number of smartphones globally is expected to surpass 2 billion in 2016

According to Cisco, by 2019 you’ll be facing:

  • 5.2 billion global mobile users, up from 4.3 billion in 2014
  • 11.5 billion mobile-ready devices and connections, more than 4 billion more than there were in 2014
  • A 2.4- mobile connection speed increase–from 1.7 Mbps in 2014 to 4.0 Mbps by 2019

This move toward mobile is why Google is rolling out a new “ranking adjustment” that is slanted in favor of mobile-friendly sites. As Google’s blog explains

Starting April 21, we will be expanding our use of mobile-friendliness as a ranking signal. This change will affect mobile searches in all languages worldwide and will have a significant impact in our search results. Consequently, users will find it easier to get relevant, high quality search results that are optimized for their devices.

Back in November, Google announced that they would label sites as mobile-friendly in search results, and now they’re rejiggering their search algorithm, Google will be making mobile-friendliness one of the factors in search engine ranking.

So, the rub is not that non-mobile sites will be penalized so much as sites that are mobile-friendly will get a “search result” boost.

Google will use a plethora of criteria to evaluate whether or not a page meets their standard of “mobile-friendly.” As two employees explained last week in a Google+ hangout:

As we mentioned in this particular change, you either have a mobile-friendly page or not. It is based on the criteria we mentioned earlier, which are small font sizes, your tap targets/links to your buttons are too close together, readable content and your viewpoint. So if you have all of those and your site is mobile-friendly then you benefit from the ranking change.

But as we mentioned earlier, there are over 200 different factors that determine ranking so we can’t just give you a yes or no answer with this. It depends on all the other attributes of your site, whether it is providing a great user experience or not. That is the same with desktop search, not isolated with mobile search.

If you want to see if your site is mobile-friendly (and if your site will benefit) Google has a tool that will tell you exactly that, as well as other tools that will help you through the process of adapting your site. The Google+ hangout also revealed that the rollout could take a few days or even up to a week to take full effect. But that shouldn’t be an excuse for site owners to dawdle—the mobile boom is here. 

The left is Responsive Design and the right is a mock of non-RD. So, which one seems easy on your eyes?

So what’s Google’s recommendation for your site? Responsive design (RD). In non-programmer terms, this means that–no matter what platform your site is accessed from–your site will use the same URL and the same HTML code, but the site will display and render differently depending on the device the reader is using. That’s a great thing for your readers.

…[O]ne Google engineer said it would have more of an effect on rankings than Panda or Penguin did — and those were two of the most significant algorithm updates Google has ever made.

For those with information-rich sites, RD can’t be beat. RD doesn’t rely on detecting the device; RD is all about bringing users who consume your content an optimized and efficient way of doing that, while preparing your site for the web of the future. There’s no operating system or browser that could impact how your content comes across. Most importantly, RD maintains your brand identity across devices. You never know what kind of devices are coming in the future. But with responsive design, you have a system that will respond in a dynamic way.

Your imperative is to start thinking strategically about your online properties (blogs, websites, etc.). What is your plan for capitalizing on the mobile-friendly movement? Do some research. Find an expert. Figure out the cost of migrating from non-RD to RD. Get that into your budget. As Peter Drucker counsels: “The greatest danger in times of turbulence is not the turbulence–it is to act with yesterday’s logic.”

The Internet and technology are ever-evolving. Living in the past is foolish. Take charge and begin to hash out your plan for embracing a mobile-friendly world.

Why not “change before you have to?”

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