by Stephen Xavier on February 26, 2010
One need not look very far to see countless images of Toyota’s Chief bowing apologetically and repeating, without pause, his apologies to Congress and the American people for the faults of Toyota and it’s mis-steps regarding the safety issues that have blanketed the airwaves these days.
Do the American people really buy it? Never mind the reactions of members of Congress and their Kabuki Theater performances (no pun intended), but how do we as Americans feel about his apology? As someone who has lived and worked extensively in Japan – although I don’t claim to be an expert on cross-cultural issues between our country’s cultures – I think numerous mis-steps were taken here by Mr. Toyoda and people aren’t buying this.
For those of you who were paying very close attention you may recall that just a week ago Mr. Toyoda originally announced postponing the trip to the US to testify in front of the NTSB until late-March. As more news of defects in not only the Prius and COrolla but the Lexus line as well, the media had a feeding frenzy. Enter now the stories not only of unintended acceleration with near-misses and even crashes occurring but, in numerous cases, a significant number of deaths were being reported as well. Add to that the information now slowly becoming public that Toyota was aware of these issues and intentionally ignored them as a “cost-saving measure” is inexcusable.
In Japanese culture when an executive does wrong apologies go a long way in a culture where shame has value and bears weight. However, in our culture telling the truth early on goes a long way to not only people’s acceptance and understanding of the offenders sins but, goes a long way as well towards reconciliation – if – the offending party has told the whole truth and nothing but. Bill Clinton, there’s a lesson here for you.
As sincere as Mr. Toyoda’s apology may have been, the fact that it is truly a case of too-little-much-too-late will not wash his sins away. All of the evidence points to, like the tobacco cases we are all too familiar with, prior knowledge of the safety issuesm with a choice to turn an intentional blind eye is criminal by any measure.
Mr. Toyoda, no matter what the “culture of diversity” crowd may tell you about America, we are still a land of laws and integrity and this culture dictates that truth be told no matter what the cost.
by stephenxavier on February 22, 2010
I should be celebrating the fact that I’ve recently been promoted—but I feel completely alienated. I was promoted to the director of a group I was a part of. I have heard the expression that it is lonely at the top—but I feel as if I’ve lost my entire social support network. Any hope for restoration? —Letisha, NY, NY
Here’s a story you’ll appreciate: Sally was a 40-something, African American female staffer at a west coast-based Pharmaceutical company when much to the shock and surprise of everyone on her team of 12 people, she was promoted to run the group. Although she was delighted to have been selected, her immediate reaction was nausea. This team was a tight team with strong workplace and social ties.
When she called me to express her concerns my immediate reaction was to suggest that she remember and rely on the long-term relationships with these people and the “ties-that-bind” to get her and them through this change. I couldn’t have been any more wrong. When the group attended an already-planned night on the town the “chilliness” in the air was apparent to her but no one was willing to address it. After much awkwardness and several half-hearted congratulations, she called it a night early and went home feeling quite dejected. When we spoke the next day she reduced to tears at both the fact that these “friends” could not celebrate her success and, what she felt, was the long road ahead of now having to manage this group.
My advice to her—and to the select few of them that I knew professionally—was simple. I had her set up a series of brief one-to-ones, some in her office, some over coffee and some over lunch to address people’s feelings directly in a non-offensive, non-confrontational manner. Overall, the result was positive. Some percentage shared that with her as Boss they already knew that her social time with them would have to be limited and they felt that loss. Another group felt that they were so close that it would be difficult to rise above the “friend-factor” and be “bossed around by her” they said partially in jest. The final group, and luckily the minority, expressed that they felt that the job should have been theirs.
Although our next meeting was also a tearful one, I encouraged her to at least appreciate the fact that she knew where everyone stood and to manage from there. She did, over time, take solace in that advice and things eventually leveled off. Not without some challenges, mind you, but they did improve.
If you are in her shoes my advice is simple:
- Take the one-to-one approach like Sally did and get people’s feeling out in the open.
- Acknowledge people’s feelings – good or bad – without trying to “make nice” or otherwise “sell them” on you.
- Encourage people to be supportive of you, your transition into the job and remind them what a great team they are and how that has to continue.
- Although maintaining the close relationships are important, the reality is that it must all change – you are the Boss. Leverage the relationship as a means to keep people “on your team” and remain productive and successful.
- Friends or not, new boundaries are required now since you are now privy to sensitive info that is sometimes intended for your eyes only, not to share .
- Avoid “water cooler talk” and gossip. Now that you are the Boss, what you say now has more clout.
- Keep an eye out for “dissenters” who may, overtly or covertly undermine your success. If spotted, nip it in the bud early and fast. Don’t be afraid to reassign someone or if needed, show him or her the door.
Situations like this can only have one of a few possible endings. Why not make yours a happy one no matter what side of the equation you are on.
by stephenxavier on February 9, 2010
Is another perfect storm looming on the economic horizon once we sort through the current financial crisis?
Key industries have not addressed the loss of critical knowledge that will hit them when a huge number of baby boomers head for retirement by 2010. In fact, although the retirement crisis is already well underway, our current economic crisis has bought management a few crucial years or so by the fact that many boomers put off retirement when they saw recent and dramatic plunges in their 401(k) and related retirement accounts. But many companies face huge losses if this looming shortage of skilled labor and management is not addressed now.
What industries are affected and why are we unprepared? Ongoing studies by organizations such as the AARP, formerly the American Association of Retired Persons, and the Society for Human Resource
Management (SHRM), among others, have been sounding warning bells for the last ten years.
In 2005, SHRM President Susan R. Meisinger warned that these demographics present major challenges to America’s workplaces, saying, ”These are serious HR and workforce issues that could undermine the
nation’s global competitiveness and HR must determine how to meet these challenges.” At the same time, SHRM’s own studies showed that only a quarter of HR professionals were convinced that the flood of retiring baby boomers would be a problem for their organization. Not so. The crisis is upon us now and it is far more serious than many in business realize.
This lack of concern by HR professionals elicited a warning this fall from AARP’s Chief People Officer Ellie Hollander, who said that few employers recognized the effect of the brain drain they will suffer when
boomers retire and take all their knowledge and experience with them. Studies in the aerospace industry and manufacturing sectors, two areas likely to be hard hit, back up this concern.
The current economic crisis may have bought companies a few years time to put plans in place. One energy
company saw a withdrawal of requests for retirement among many in management as their portfolios shrank dramatically this year. But this company and others are no longer waiting for their HR departments to take the lead. Instead are bringing in outside experts to set up programs on bench strength and succession. Most organizations should take similar action now.
by stephenxavier on February 8, 2010
The following is an excerpt from my article, What Happens When CEOs Leave?, published in the Winter 2009 issue of M World, a publication of the American Management Association.
The baby boomer retirement crisis, which is no longer just looming but well under way, makes CEO departures an increasing reality—a reality that apparently has yet to sink into the minds of those responsible for making succession decisions. This is evident because companies are still not creating the adequate bench strength they need behind retirement-eligible CEOs.
Since boards share responsibility for organizational health, governance, and succession, it is part of their job to guide succession planning—not in the sense of micromanaging but as partners with the leadership team. A prerequisite for succession planning is a board whose contribution is balanced—neither taking a hands-off, onlooker approach nor meddling, which will be perceived as a lack of trust in the CEO. A board that takes its governing role seriously and has candid, honest communications with senior leadership will stay alert to:
- An impending departure of the CEO
- Growing dissatisfaction within the senior leadership team
- A CEO who is getting off track or is making mistakes reading the
company’s markets
The biggest mistake companies make in developing leaders is a one-track approach when they move one individual from position B to position A. The individual appears successful on the surface and, through superb presentation skills, has cast a spell on superiors. Soon after the promotion, however, it becomes apparent the individual lacks the most critical leadership skills. If that person happens to be the CEO, it can be fatal for the company.
Two actions can prevent promotions due to this “enchantment factor.” One is creating a talent pool. The other is thorough assessments. When a dynamic executive waves a magic wand, which leaves everyone enchanted, say “Time out!” First evaluate the individual’s entire repertoire—not just technical abilities, but leadership and people skills—through objective assessments such as a 360-degree feedback instrument and careful observation. The strengths and weaknesses identified in the assessment guide the creation of a realistic development plan as part of a comprehensive succession planning process to build meaningful and sustainable bench strength. Again, keep the advancement process competitive by identifying and developing all similarly talented individuals, not just one who happens to stand out.
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