The morning of HCI 2010 Summit Day Three continued with keynote session and dialog to tap the insight and wisdom of Bob Seelert, Chairman of Saatchi & Saatchi, known as a turnaround expert, who has revived the fortunes of businesses and brands in the US and abroad. When leading in tough times, leaders need to focus on bringing out the best from employees and on making tough decisions that will position their company for future success. Bob Seelert argued that leaders must:
- Get the truth out; Don't pretend things will get better
- Think long term, while acting short term
- Get out with your customers; listen and learn
- Reframe the value of your products for the new environment
- Make sure you get the truth out on the table. Don’t rely on complacency to wait it out until things get better.
- Establish and set high standards for the new economic reality; prepare for worst case scenarios.
- Think long-term even though you are acting short-term. Far-sighted companies go for market share.
- Increase internal communications and leaders who heighten their visibility and communication will make more impact in giving people confidence to rise to the challenge. At Saatchi and Saatchi, big meetings, videos, long emails and one on one follow-ups (that allow you to check vertical communications down the line to check the efficacy of your message).
- Winning ugly wears people out; get ahead of the curve to keep “all hands on deck” to do whatever it takes. Leaders cannot get the job done alone. An example of a company that does this well today is Wal-mart (remember in 1991 when K-Mart dwarfed them?), a company that gets fresh performance data in the hands of talent weekly; then they preview the week ahead with talent “to rehearse” how to out-hustle the competition.
- Don’t give customers what they want; give them what they never dreamed was possible.
- Stay true to what made you great in the first place and innovate (these are not mutually exclusive).
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Reframe the value of your product and its relevance for today’s and tomorrow’s economy. (Example,“Tide detergent keeps that new dress looking new longer.”
In these times, when they want to add they reduce somewhere else, when they want to create in one area they may eliminate in another. - Set tight priorities to spend time on the critical few things that will make the most difference. At Saatchi and Saatchi they stabilized clients and staff is at the top of the list. Refinance to ensure you will go the distance.
- Tough times can be good because they provide the opportunity to manage better and further differentiate your value.
Bob Seelert shared four impediments to taking action on the above actions; these impediments (to avoid) are:
- Consistent inability to take the first step (getting the ugly truth out on the table).
- When leaders surround themselves with “yes men,” it surpresses the truth. Leaders should surround themselves with people who complement their strengths rather than mirror images. HR professionals need to ensure their company is not plagued by this problem,” stated Bob.
- People become obsessed with unduly short time frames; this is a self-imposed problem. Not everything is accomplished overnight; take on actions that have long-term merit beyond the current quarter.
- Companies today have too much management (controlling, directing) but not enough leadership (standing for something and taking your company into the fray under that banner). Bob Seelert emphasized that leaders who know who they are can keep all eyes committed to the vision.
In a Q&A dialog we heard closing advice:
Bill Taylor emphasized, “Simplicity. Be utterly simple and be larger than life at it. That allows leaders to sleep because “culture is what happens when no one is looking.”
Gamal Aziz added, “Weave in your stars. And be willing to unhire those who don’t fit with your vision for the future.”
Bob Seelert reminded us to “Start by asking what’s right, it lifts people up.”
Bill, Bob, and Gamal agreed that HR is the senior partner who brings the business strategy to life.
Great wrap-up question from an HCI member to these inspiring keynotes:
What do you do to improve your personal leadership? (This blogger was delighted to hear all their responses showed a committment to talent development through leading by example).
Bob- Being a mentor continues to develop me as a leader.
Gamal- Models attending MGM Grand's University courses with other executives.
Bill- Intentionally puts himself in places that stretch his comfort level. On a regular basis he talks to people outside of his business mainstream.
