Transcript A Leadership Challenge: Re-igniting Corporate Growth

A Leadership Challenge:
Re-igniting Corporate
Growth
EXECUTIVE DYNAMICS
EXPERTS IN EXECUTIVE & ORGANIZATIONAL
EFFECTIVENESS
In Collaboration With
The Villard Group
The Current Corporate Reality
 Three years of lackluster corporate revenues, profitability
and a bear market
 Leadership scandals and “excesses” are headline news
 Corporate governance is in transition as boards and
leadership seek to comply with legislative and stock
exchange mandates
 Successive rounds of employee lay-offs
 Compensation programs are undergoing increasing
regulatory and shareholder scrutiny, and are in flux
 Employee financial security is threatened. 401(k) values
have eroded…Stock portfolio values have declined and
employee stock options are under water
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The Result
 Corporate leaders are focused more and more on
regulatory, governance and shareholder issues
 Vision for future business strategies and results is
uncertain
 Employee trust has sunk to historical lows
 Employees are concerned about their financial
survival…they fear for their jobs…are discouraged and
disengaged
 Companies do not have the traditional compensation
vehicles available to them to lock in key employees
 Top talent is vulnerable to being recruited away…they are
still in demand, often with little to hold them
 Companies face increasing risk of losing the very
employees they rely upon to orchestrate the turnaround
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The Big Questions?
 How will we re-engage our top employees and reignite
the “fire”?
 How do we enlist the “hearts and minds” of our most
trusted employees?
 How do we regain the momentum lost over the past 30
months?
 How do we “hook in” our valued employees…our
intellectual capital…our key leaders to whom we are
looking to get us back on track?
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The “Employee as Investor”
 Most employees want a relationship with key members of
the leadership team
 They want to be involved…they want to contribute
 They want to be appreciated
 Contrary to some beliefs, they want to stay with a company
for the longer term…as long as their “investment” yields the
proper return; and, they have the right “deal”
 For most employees, their boss is the company
 Therefore, the boss becomes the linchpin in crafting and
managing the “deal” for each of their employees, each with
different expectations or “ROI”
 The skills and abilities of the manager are critical in
reworking and delivering the “deal”
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A Solution: Create…
 An “up close” relationship with top talent throughout
the organization
 A relationship that stimulates collaborative dialog
around business priorities, personal fears, opportunities
for increased engagement, career desires…and,
develops a clear understanding of the “deal points”
 A clear and mutual understanding of “what needs to
happen” to regain lost momentum
 A joint plan of action for addressing the primary
issues…both for the company…and for the individual
 A true partnership which also stimulates and reengages others through a “cascade” effect …infectious
enthusiasm
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The Recommendation:
Adopt a new way…
 Of managing key people in the current environment
 Of working with them that revives excitement and
enthusiasm for the business agenda
 Of “joint venturing” that provides personal recognition
and motivation to key employees
 Of re-engaging the corporation’s best minds to reignite growth
 That actively addresses the “quid pro quo” in the
employee / employer relationship…that maximizes the
“ROI” for the individual and locks them in, in a
positive way
 Implement relationship-based coaching
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How:
Relationship-based coaching
 Examines where the coaching energies are going versus
where they could go
 Delves into the assumptions about top talent
engagement and how that impacts the coaching
approach
 Compares and contrasts position-based versus
relationship-based coaching and why they produce
different results
 Explores the “intention factor” and how it leads to
misaligned expectations and alienation
 Expands the influence repertoire to be effective with
different people in more situations
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The Approach
 A two day “leadership lab”
 Defines an approach for identifying “true top talent”
 Develops understanding of primary motivators for key
employee retention and turnover
 Investigates the realities of the “employee as investor”
concept
 Focuses on personal relationship as a critical variable
 Teaches an approach for relationship-based coaching
 Uses real life company specific case studies for analysis
and skill building
 Includes videotape feedback with instructor coaching
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The Payback
 Heightened key employee engagement and
commitment
 A clear understanding of company directions and
expectations
 Stronger, more meaningful relationships with a critical
mass of key employees
 Improved propensity to retain key employees
 Increased morale and productivity
 Broad employee recognition that something positive is
happening
 Heightened “buoyancy” and optimism
 Improved earnings
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Consultant Biography: Andy Rich
Andy Rich is Principal of Executive Dynamics Consulting Group, an organization whose
mission is “helping leaders achieve their maximum potential.”
Andy has 25 years of very successful senior-level Human Resource leadership and
executive management experience with high growth, high performance companies such as
PepsiCo’s Frito-Lay and Taco Bell, Ingram Micro, Williams-Sonoma and, recently, Charles
Schwab & Co. During his tenure at Schwab, Andy was Executive Vice President and Chief
Human Resource Officer with worldwide responsibilities for leading and developing human
capital strategies.
The company became recognized as a preeminent employer by Fortune, Catalyst and
Working Women. In his role, Andy worked closely with executive leadership on developing
their business strategies and personal leadership effectiveness.
Throughout his career Andy has hired and coached many high performing individuals who
have achieved significant professional success. He has the reputation for being passionate
about what he does and is highly regarded as a strong developer of people and business
leader.
Andy graduated from Long Island University, where he earned MBA, MPA and BS degrees.
He also holds an Executive Management Certification from the School of Industrial Relations
and Labor Relations at Cornell University.
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Consultant Biography: Ken Villard
Kenneth L. Villard, Ph.D., is the founder and president of The Villard Group of Ohio
(VGI). The operations center is located in Brecksville, Ohio with a west coast office in
the San Francisco Bay Area. Founded in 1982, VGI was one of the first training
companies to focus on the need for behavioral skills training for Information Technology
professionals.
Today, VGI remains the premier provider of such training for the IT community in the
United States. The corporation's products and services focus on helping technical
professionals gain the leadership skills necessary to establish effective work teams and
profitable partnerships with internal and external clients. Among the corporation's long
standing clients are: Cisco Systems, Novell, Intel, Capital One, Federal Reserve Bank of
New York and Bank of America.
Dr. Villard has been teaching in corporate settings for over 25 years. Among his major
interests are alternative approaches to managing people, transitioning into
management and strategies for engaging and retaining top talent. Ken has authored
two books on interpersonal and organizational communication.
He has a Master's Degree in Counseling Psychology from Bowling Green State
University and a Ph.D. in Organizational Communication and Change from Michigan
State University.
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