I have been watching LinkedIn steadily gain traction, wanting to make sure that I could accurately advise our Clients and friends about whether and how they should use LinkedIn.  Patricia Romboletti (a fellow CEO Netweaver who goes all over the country doing LinkedIn seminars and is also in the Executive Search field) recently shared a very unique perspective on how and why she uses LinkedIn, providing a way to more easily implement our Pay-It-Forward philosophy.

Pat, like many of us, has a healthy network.  The challenge is how to stay in touch with them in a way they value.  So once a week Pat spends just a few minutes looking through her LinkedIn connections to find opportunities to connect her network with each other.  Perhaps it is following up on an announcement that someone has a new position,  and offering a potentially helpful new connection for them.  The search powers of LinkedIn are pretty amazing — and make the task easy.  As part of the process she naturally looks at the profiles of those who pop up, which refreshes her awareness of what they are doing and how she can help them.

Once she has found opportunities to connect people with each other she does not use Inmail.  She calls them, or sends them a regular email.  You might wonder how she has all of their phone numbers.  Sometimes she doesn’t, but LinkedIn usually has their company and the company has a switchboard as the starting point.  When the only purpose of the call is to help the person they always appreciate it — and it frequently leads to “we should get together to catch up” coming from the recipient.

Pat also had a great answer to the “which connections do I accept” question.  Imagine yourself at a cocktail party or business function.  You meet ten new people, some of whom automatically exchange cards.  Do you keep all of those cards, and do something with them?  You may follow-up with one or two, and put a few more in a box only to forget why you even have them.  If someone invites Pat to connect that she does not recognize but finds of interest she calls them (using the switchboard approach).  The initial conversation might be something like “I am honored by your interest, and wanted to learn more about you”.  Then you either know more about them and make them one of your “investment” connections, or you ignore their request to connect just as you would ignore their card.

One other valuable tip was make your Summary in your profile a story, not a resume.  People go to LinkedIn to learn more about you.  An interesting story which reveals insights about you is more likely to get read, and to be remembered.

You can learn more about Pat and her work at www.sageexecutivesearch.com

– Jim Deupree

I am always on the lookout for “out of the box” ideas and inspiration, and TEDx, locally organized events on the theme of “Ideas Worth Spreading!”  (www.tedx.com),  are a fertile field for both.

At the recent TEDx Atlanta I was inspired by Chuck Leavell, one of the most respected and sought after piano and keyboard players in modern music history.  He joined the Allman Brothers Band in 1972 at the age of 20, and for the past three decades has played keyboards with the Rolling Stones.  Other gigs include Sting, Eric Clapton, George Harrison, The Black Crowes and many others.  Chuck is an inductee in both the Georgia Music Hall of Fame and the Alabama Music Hall of Fame. He loves his profession, and is obviously very good at it.

Many celebrities “endorse” good causes.  What was unusual about Chuck’s story was that he has gone far beyond  ”celebrity endorsement” of something he believes in.  Chuck used his time on tour buses to study forestry via correspondence courses.  He and his wife Rose Lana White then turned her family’s plantation near Macon, GA into what has become a textbook tree farm.  Leavell writes frequent articles about sustainability, drawing on his own experience and research he does in between gigs, and has authored three books on environmental issues.

All of this was pretty amazing.  Then he started talking about corporate governance!  There are probably few players in the Rolling Stones or any band who are articulate about corporate governance — but nothing stopped Chuck and nothing is stopping others from finding ways to pursue their passions.

There are two parts of this story that are very special.  One is that Chuck had no need to actually “get his hands dirty” with tree farming.  He just wanted to — because he believed in the importance.  To him, even with all of his professional accomplishments, this individual contribution to the planet represented satisfaction and significance.  Instead of giving up his primary career he augmented it to “have it all”.  The other special part is a story he told about his youth.

His mother played the piano, and as a tyke he was fascinated by watching her hands fly over the keyboards making those marvelous sounds.  One day when he was about 10 or 11 he said “Mama, I have made a big decision”.  His mother could tell he was excited, and asked him to explain.  His answer: “I want to be a musician when I grow up”.  Her response was so typical, and the kind of impediment that has limited or shaped so many career choices.  She responded by saying “Honey, you can’t do both!”

Today Chuck Leavell is as comfortable on a tractor as a piano bench.  He beautifully balances three real passions in his life: family, trees and music.  Would you like to augment your life — and achieve this kind of delightful balance?

– Jim Deupree

For more information on Chuck Leavell’s work with Mother Nature Network go to: www.mnn.com

When very successful executives find their position eliminated it naturally triggers introspection. What could I have done differently? Did I let my people down? Why me? Was it me, or the circumstances?

More and more it has nothing to do with the skills, style, or even accomplishments of the executive. Sometimes the trigger is a merger or acquisition. External market conditions can force compression of roles. Boards today have greater impatience and accountability to make sure the right person is in the key slot for today’s challenges. But sometimes the trigger for elimination of their role is corporate exfoliation!

Exfoliation is an odd word here — originally it refers to the natural process we are about to experience this fall, as trees lose their leaves to make way for the new cycle of growth. Corporate exfoliation, though, is forced change that happens in any season giving the appearance that “we have a plan” to buy time. It has an added strategy of removing potential successors. If you become a natural part of a corporate growth cycle, or are simply a pawn in your company’s attempt to appear to be on top of a problem by making changes, you will wish you had a plan ready to execute to turn the personal impact and problem into an opportunity of your own.

I experienced a major episode of corporate exfoliation while at IBM. John Akers was the CEO, share prices were dropping because profits were shrinking in the hardware business, analysts did not see as bright a future, and John was becoming desperate. When that happens, buying time by reorganizing people and roles is a common strategy. In this situation it was deemed that no product division should have more than seven people at headquarters. A new headquarters had just been completed to foster teamwork and integrate product planning — and now all but seven people from each division were relocated to plants and labs. The “solution” did not address the core problem — but did create a lot of movement and chaos when crisp thinking and urgent actions were desperately needed.

The latest example of corporate exfoliation appears to have occurred at Bank of America where, in corporate-speak, they are “de-layering.” According to the Economist, de-layering describes the reduction from the top-heavy organizational charts of the 1950s to more streamlined management teams. It’s questionable whether such a term can be applied, writes The Economist, to what Moynihan is doing at Bank of America. Heidi Moore tells the story in this lively “tell it like it is” article where she coins the exfoliation term:

http://www.publicradio.org/columns/marketplace/wallstreet/2011/09/executive-level_exfoliation_at.html

My point is that, in working with hundreds of executives going through job change, I have seen very talented and accomplished leaders go through the agony of questioning how they failed and what they could have done differently to keep their positions. In some situations the answer is truly nothing. In most situations the executive may have been 25% of the trigger — but circumstances were 75%. It is crucial to accept that other circumstances were the trigger. “Hard on the problem, but easy on the person” is a productive approach to accepting fate and moving forward under these circumstances. That approach, and having a career plan that excites you, are key to moving quickly into a productive and focused chapter two.

— Jim Deupree

Are you an accomplished executive, ready for something different, but not ready for “retirement?”  Then you are like hundreds of senior executives I’ve worked with on planning the “next steps” in their careers. One constant is that successful leaders want to continue to be relevant and appreciated.  Increasingly, however, having the biggest office or title is less important to them than other factors.

Living where you and your family really prefer, for example, has grown in importance.  How many of your peers have focused on where they want to live, then built their next career move around that choice?  One of my Clients did. He turned down an offer that represented a prestigious career move, but in a location not acceptable to his family.  He then created a great alternative, paving the way with three key decisions.

George was the Executive Director of a major performing arts organization, and had held similar roles for 25 years.  That is a co-CEO role, and there is always dynamic tension with the Artistic Director and the Board of Directors.  As we worked together on his chapter two, his first key decision was not to be a co-CEO anymore. That is where his expertise and credentials were centered, so not the easy choice, but he was tired of the energy consumed to make those daily compromises.

The second key decision was to turn down a firm offer to be CEO of a major performing arts venue.  The role would have been perfect, but the location was not. He and his wife had lived in the area before, and did not want to make it their long-term home again.  It was too far away from where their children were settling.  He discussed commuting, but weekend performances and fundraising obligations would have kept him away from his family more than was acceptable.

This led George and his wife to an enviable third decision — to center their next chapter around where they wanted to live.  Over several years he and his wife had become enamored with  Wilmington, NC and had hoped to make it part of their future.  They loved the water and liked to sail, and it was close enough to their children without being too close.  Why not now?  After some networking and visits to Wilmington it seemed there was good potential of being hired in the area.  The Wilmington decision was made — now the question was how to make it a truly great choice and move.

The extensive work we did around Setting Your Compass^® expanded his thinking, and. inspired him to consider something he’d never done before — be his own boss by owning a small business.  It was a big step, and he naturally needed reinforcing.  Our assessments and Personal Board Members told him he had unique strengths and qualities as an entrepreneur, providing that reinforcement.  Today he is the owner of a professional service business in Wilmington.  The investment was modest, and within a successful executive’s reach.  George can run the business as long as he wishes — then he’ll either sell it or hire a manager to run it for him.  The net income is compelling, and he is building an asset that can be sold in the future.

Quite a change from the not-for-profit world.  A great outcome, for him and his family.  Our hat is off to George for thinking and planning ahead, and focusing on what is really important.  We know from experience that many senior executives have similar thoughts — but never get around to acting on them until it is too late.

— Jim Deupree

This is a surprisingly frequent question, for successful men and women.  What if I answered by saying “not only can you, but many of you will be much better off if you do!”

Part of this question is “can I leave my comfort zone and bring myself to make a switch?”  The other part of this question is “will the marketplace let me?”

Willing to leave your comfort zone?  This is not as easy as it sounds for many people.  We have earned stature and recognition, have long-term friends we see at company and industry events, and have become an expert in the issues and lingo.  The idea of rebuilding all of that seems sobering at best.  Countering our natural resistance to change are three factors:

1. There is an old adage that the best time to come home from a vacation is when you are not ready to leave.  It preserves great memories.  The same is true for our careers.  Assume that you will be required, or want to, make a change at some point.  If we have really enjoyed our career so far why not leave when the memories and feelings are so positive?
2. Most of us changed our major two or three times in college.  Then in many cases we launched our career in something different than we envisioned.  Now, 20 or 30 years later, we are still there.  We are going to work another 10 – 20 years.  Do we really want to spend our entire career in the same field?
3. Change may not be as big as it seems.  We may go into a new industry or a much smaller company where we can leverage what we know, yet have enough that is new to actually be stimulating.

My lovely spouse is a very real example.  Her entire career had been spent at IBM which was a bit funny in itself because she really hates technology, and she studied International Affairs in college.  Nevertheless she had done very well, won numerous major awards and was highly respected.  The thought of leaving all of that was a bit terrifying, but thoughts of ending her career without trying anything else became equally troubling to her.  As she began to weigh the trade-offs of the idea of getting “off the road” became very compelling.  She made the leap, and has found tremendous respect for and from her new colleagues.   She is now one year into her new company and role, finding it invigorating and stimulating, and very glad she made the decision to change.

Will the marketplace let us?  Conventional wisdom says no, particularly in an economy where even having stellar credentials and experience has frequently not been enough.  Our experience says definitely yes — for successful leaders. Their leadership experience and proven accomplishments trump other factors.  Furthermore, it is frequently a very strategic step short term and long term.

Many successful leaders tend to describe their past roles, but discount the value of their experience.  As we recover from the economic challenges the practical knowledge in demand includes risk management, successful M&A acquisition and integration, global cultural awareness and experience and an affinity for financial parameters key to sustainability of the company.  Many executives have those experiences — yet prefer to talk about their resume and the positions they have held.

Based on our work with many high level executives, finding a new environment where one’s acquired experiences have value is very doable, but takes a clarity of purpose and a different approach. One final example helps illustrate this point.  Carl had been the Chief Marketing Officer of a major airline.  Through the process Carl came to two realizations:

1. Airline people have jet fuel in their blood.  It is an intense environment where peoples’ safety and comfort are at stake 24/7.  He had no desire to remain in the airline industry, but did realize that he would need a stimulating and fast-paced environment.
2. It is difficult to get a new position as a CMO once one reaches age 50.  This would probably be his last CMO role, and he needed to set the stage for his next chapter.

The story had a very happy ending.  Carl ended up as CMO of a very prestigious national health care organization.  Equally fast-paced and stimulating,  he moved from a consolidating industry to a growth industry with unlimited potential.  He also had a chapter two strategy in place for whenever that role ended.

Creating your own chapter two is about being proactive, rather than waiting for the next offer.  It’s about designing your worklife so it fits with the rest of the life you choose.  It is surprisingly simple to build a vision once you are clear on your own strengths and preferences, and faster and easier with an experienced team behind you.

— Jim Deupree

Most of the senior executives ChapterTwo^® helps acknowledge that their careers have really been guided by saying yes or no to opportunities presented to them.  They have not paused along the way to set their own compass. In most cases the result has been a sequence of promotions and enviable career success.  Tom’s story is typical. He started his career as a Tupperware franchisee.  His territory was a small corner of the midwest, where there were no tall buildings and very few cars made outside of Detroit.  Despite that modest territory he became the third largest producer in the United States.  Tupperware bought him out, and made him a company Vice President before he was 30.  He invested the money wisely, and kept climbing the ladder.  Eventually he was a Senior Vice President — and newly divorced.

So what’s the problem?

• For some the problem has already occurred — in the form of divorce, health risks related to stress and challenges with children.  Success has come at a significant price.

• For others the problem is lurking on the horizon.  It is a growing recognition that while the perks and recognition have their appeal, the price of leadership may be too high for them.  They begin to feel trapped by their success — smiling for the cameras but not inside.

As I and my team worked with hundreds of senior executives over the past few years we have seen these scenarios far too often, and they naturally bother us.  We are disturbed both by the consequences themselves, and that leaders think about these consequences but far too often fail to take any definitive action.  So we were delighted to find a Forbes article by the Center for Creative Leadership titled “Four Rules for Leading with Purpose”.

It’s an amazing, thought-provoking article, and I recommend reading it through.  It talks about clarifying your reason for leading, and assessing the cost of leadership.

We are big fans of climbing the ladder the hard way, and earning success.  The question becomes what then.  Let me get back to Tom’s story.  Upon his divorce he decided not just to leave the city but to leave the country — and went to the Philippines as Country Manager.  He became Asia Pacific General Manager, then assumed the same position for another company.  Finally he returned to the United States, and spent two months getting to know his grandchildren.  Then he came to me, saying “I have to find a job.”  He didn’t need the money.  When I pressed Tom on why he said “All I know is leading companies.  That’s who I am.”  I responded with “you have been out of the country for a long time, and have no friends here.  You barely know your family anymore.  Is it more important to get a fourth notch on your belt for successfully leading another company, or to create a role that gives you significance and satisfaction while letting you build a new set of friends and enjoy your family?”  Put that way he weighed his priorities differently — and became a co-owner of a small company.  He could use his Asia knowledge, work half-time with limited travel, and have a life.

So go ahead climb up the ladder, but be aware it does sometimes have unintended consequences.  My concern is with accepting the default position of staying there — without thinking deeply enough about what’s next, and why.

— Jim Deupree

Are you an accomplished executive, ready for something different, but not ready for “retirement?”  Then you are like hundreds of senior executives I’ve worked with on planning the “next steps” in their careers. One constant is that successful leaders want to continue to be relevant and appreciated.  Increasingly, however, having the biggest office or title is less important to them than other factors.

Living where you and your family really prefer, for example, has grown in importance.  How many of your peers have focused on where they want to live, then built their next career move around that choice?  One of my Clients did. He turned down an offer that represented a prestigious career move, but in a location not acceptable to his family.  He then created a great alternative, paving the way with three key decisions.

George was the Executive Director of a major performing arts organization, and had held similar roles for 25 years.  That is a co-CEO role, and there is always dynamic tension with the Artistic Director and the Board of Directors.  As we worked together on his chapter two, his first key decision was not to be a co-CEO anymore. That is where his expertise and credentials were centered, so not the easy choice, but he was tired of the energy consumed to make those daily compromises.

The second key decision was to turn down a firm offer to be CEO of a major performing arts venue.  The role would have been perfect, but the location was not. He and his wife had lived in the area before, and did not want to make it their long-term home again.  It was too far away from where their children were settling.  He discussed commuting, but weekend performances and fundraising obligations would have kept him away from his family more than was acceptable.

This led George and his wife to an enviable third decision — to center their next chapter around where they wanted to live.  Over several years he and his wife had become enamored with  Wilmington, NC and had hoped to make it part of their future.  They loved the water and liked to sail, and it was close enough to their children without being too close.  Why not now?  After some networking and visits to Wilmington it seemed there was good potential of being hired in the area.  The Wilmington decision was made — now the question was how to make it a truly great choice and move.

The extensive work we did around Setting Your Compass^® expanded his thinking, and. inspired him to consider something he’d never done before — be his own boss by owning a small business.  It was a big step, and he naturally needed reinforcing.  Our assessments and Personal Board Members told him he had unique strengths and qualities as an entrepreneur, providing that reinforcement.  Today he is the owner of a professional service business in Wilmington.  The investment was modest, and within a successful executive’s reach.  George can run the business as long as he wishes — then he’ll either sell it or hire a manager to run it for him.  The net income is compelling, and he is building an asset that can be sold in the future.

Quite a change from the not-for-profit world.  A great outcome, for him and his family.  Our hat is off to George for thinking and planning ahead, and focusing on what is really important.  We know from experience that many senior executives have similar thoughts — but never get around to acting on them until it is too late.

— Jim Deupree