Just for YOU -Executive Mentoring, Counsel & Coaching

Most CEOs and senior executives know where they want to go. They just need someone that has been there to guide them and show them how to get to their goals.

They lead what can be a very lonely life, despite the many people in their organization or around them. Here’s why and it holds true for CEOs and all senior executives with only some slight differences. CEOs can’t readily bounce ideas off their Board or share problems with them. The Board will want well thought out solutions and will expect the CEO or senior executive to have them. The CEO can’t share openly with his executive team. They, too, expect strong leadership not self doubts or questions about the direction of the company. They want well thought out plans so that they know exactly where they are going and what to do. The CEO can’t readily share with their spouse since they won’t have the level of experience on the business and enough information about any issue to provide unbiased support. They are often limited to “You’ll know the right answer dear.”

So to where or to whom can the CEO turn? The answer is to a knowledgeable and trusted mentor, counsel, coach. This individual has generally been where the CEO wants to go, has significant experience and has a “desk side” manner that enables him to provide the unbiased feedback and guidance that the CEO REALLY needs.

There are a number of sources all of whom claim to be able to fulfill this need. However many will try to drive their own objectives and not the CEO’s or the senior executive's. Do some checking. Pick the right advisor and you will never regret it.

These advisors can help you:
- Provide an unbiased but experienced sounding board to review your ideas, issues and opportunities with you.
- Help you create your vision and agenda.
- Identify your true talents and find ways to showcase your value to those around you.
- Be a thinking partner to plot a new course for your department or company.
- Provide assistance in reestablishing your priorities as well as a balance between your work and life.
- Learn to look forward, but work backwards. Decide what you want in your future and then make a clear plan to get there.
- Determine the value of risk vs. playing it safe.
- Be a better leader. Everybody's looking for a leader to follow. Make magic happen and everyone will follow you.
- Charisma is a teachable skill. You can learn it.
- Select what you want to accomplish and who you need on your team to get there.
- Learn how to practice 'laser business skills' vs. 'don't make waves.'
- Grasp the concepts that your feelings aren't facts and that your thoughts create your destiny.
- Find ways to make acquisitions, mergers, and right sizing all a normal part of business.
- Acknowledge that change is inevitable and get used to it.
- Find many things to celebrate along the road to success and the right people with whom to celebrate.

"I feel as though I have someone accompanying me on this journey - someone to bounce ideas off and someone who will give me direct and honest comments about whether I am being true to myself and the business in the process."
CEO client

There are multiple studies by top research firms concluding that failing to get help is one of the top reasons that business and executives fail. CEOs are in place for a shorter and shorter time as are all other C level executives. Every day counts.

At the Maver Management Group, we have served as advisors to many CEOs and senior executives across a broad range of industries. Their feedback has been consistent in that they valued not only the expertise, but the personal friendship that developed through mutual respect.

Let us help you. Contact us today.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Noah and his Ark – Lessons in Working Together

Today we are finding the daily “disaster” in the news. It can be political disasters, business disasters, economic disasters or natural disasters. We check the news and wince because there is one problem after another. But this isn’t the first time that a worldwide disaster has happened. The one we recall easily concerns Noah and the great flood.

Since the book “All I Really Need To Know I Learned In Kindergarten” by Robert Fulghum, there have been a number of similar type summaries. The basis for this one about Noah and the possible learning come from the Bracher Center for Integrity in Leadership. This Center has many very good materials and I recommend it to you.

Everything I need to know about life, I learned from Noah's Ark:

> Plan ahead. It wasn't raining when Noah built the Ark.
> You had better have a great plan if your vision is a big one.
> Don't miss the boat. If you miss the boat you are doomed.
> Remember that we are all in the same boat.
> Stay fit because even if you're not 600 years old, you may be asked to do something really big.
> Don't be immobilized by critic. Get on with the job that needs to be done. There are always going to be nay-sayers.
> Build your future on high ground.
> Diversity is a good thing so value it. Remember all of the animals were on board.
> Speed isn't always an advantage. The snails were on board with the cheetahs.
> When you're stressed, float a while.
> Remember, the Ark was built by amateurs with “Professional” help.

Noah’s Ark is about how certain people survived the Bible’s Great Flood and why a man of integrity was selected. Clearly, Noah had some Divine direction for his task and you may not have that. However, to survive, achieve and succeed, like Noah, here are some thoughts:

> Proper prior planning prevents pathetically poor performance. You just have to have a plan!
> Emergencies and opportunities seldom come with warnings. Maintain a healthy state for both you and your company. Check often to make sure you have things in balance.
> It really takes less time to do it right, the first time. The costs associated with inferior performance, including re-doing, are incredible. Noah took a long time to build that Ark. Take the necessary time to do tasks correctly, at whatever is an appropriate speed.
> Focus and don’t wander off track. Hang tough.
> Operating with integrity is not just the best path, it is the right path.
> Remain alert to the needs and goals of others, including time constraints, corporate culture and individual needs and idiosyncrasies.
> Graciousness is about understanding that sooner or later, everyone needs a little help. Noah had his wife and family to help. Be willing to offer assistance and ask for it, with ease. >Partnerships, built on mutual respect and competency, are powerful.
> Pay attention to the wisdom of all people, regardless of the package in which they come. >Insights that create success are in the hands of engaged stakeholders. Get your teams involved.

If you are the CEO or a senior executive, no matter what size the storm, always look for the rainbow. The rainbow lets you know that the daily disaster will also pass. Point it out to your organization. They need to see the promise of the future too.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Jump Start Your Strategy Development

Presented by John Maver at the Institute for International Research

Strategy is about determining what is really important and what you can do to influence it. Creating successful strategies depends more on asking the right questions and getting good answers than on getting great answers to the wrong questions.

Senior executives know the value of strategic planning. Sometimes they just need a little help to get started. Here are some Jump Starting Questions. Don’t rush through them. Involve your full executive team and discuss the responses. It will lead to a much better plan.

Who are you?

This sounds like a ridiculously simple question but it is the key to starting with the right questions. It sets the general definition of the boundaries within which you will seek answers to your questions and the platform upon which to build.
• How do you define your market to maximize your opportunities?
• Who are your customers? What are their needs?


What’s in it for me, the Customer?

Businesses are a complex network of issues but there are only a few things that really make the difference in the marketplace. This is your core. You should be able to summarize the responses in 5 bullet points or less.
• What distinguishes the winners from the losers in your market?
• What fundamental benefits are you providing customers?
• How would your customers answer these questions? Don’t be afraid to actually ask them.

Look back. What have you learned?

Change in most businesses happens incrementally. Building a reasonably complete picture at discreet points in time 1 to 3 years ago and comparing each to the current reality can maximize learning. Don’t focus on results. Focus on the assumptions you made. They drive the results.
• What have you learned since your last strategic plan?
• How valid were the assumptions used then and why?
• How does that impact your current assumptions?
• What conventional wisdom about your industry might be incorrect?

Look around in the present. How are you vulnerable?

Exposing your underbelly. Analyzing threats and opportunities is an age-old technique. But the answers can sometimes be politically charged based on the respondent’s point of view. This is designed to reduce the biases to the extent possible.
· The Frontal Attack - If you were made CEO of your competitor tomorrow, how would you attack the plan you are developing today?
• The Side Attack - If you were a small start-up company entering your market, what would you do to carve out the most profitable niche at the expense of your current business?

Look forward. “What If …?”

Step into the future. Suspend reality. Look at the extreme ends of the spectrum of possibilities. Force out the key assumptions.
• Doom and Gloom – If there is only a small chance that results could possibly be worse, what are the aspects of the future state? What external events and internal actions on your part led to this dismal position? - What can you do about them?
• Nirvana - If there is only a small chance that results could possibly be better, what are the aspects of the future state? What external events and internal actions on your part led to this spectacular position? - What can you do to capitalize on them?

Is that all there is?

Examine all the possibilities for incremental business, now that you have opened your mind.
• What related markets are you not serving now?
• What new benefits could you provide?

How do you get there from here?

There are a number of proven formats to capture the data you have generated from your questions and develop the right Strategic Plan for your business. You may already have one that fits your needs. Use it. Then keep your plan current.

We use a simple, action-oriented, living, document format with our clients. If you want a sample, contact me at john.maver@mavermanagement.com

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Strategy -Ten Reasons to Rethink Your Strategic Plan

1 Your customers have changed - physically. With mergers, take-overs and buy outs many are no longer in business or at least not in the same business.

2 Your customers have changed - mentally. The mind set is very different. The “recession” thinking has companies cutting back and reducing their workforce. Your product positioning has to change.

3 Your customers have changed organizationally. They do business in very different ways with the new technologies.

4 Your competitors have changed – physically. Just like your customers they may have been subject to major changes. Many organizations are in disarray after the cost cutting mergers or buy outs. Opportunity!!!!

5 Your competitors have changed – strategically. Our findings indicate that many have no strategic plan. Therefore your plan can have dramatic impact.

6 You may have changed. You are smaller, leaner, more focused. How can you capitalize on the increased speed that it brings?

7 Your channels have changed. The dot coms brought many new ideas. The goods ones stuck.

8 Your opportunities have changed. Companies that are ready can really capitalize on the upswing that is certainly going to happen as the economy improves.

9 Your available talent pool has changed. Many top quality people are available and loyalty has taken another knock. Trade up and get the right people.

10 Your outsourcing opportunities have changed. Successful companies outsource all but their core competencies.

Consultants are available to help you create a new plan. Get a good one.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

France

We enjoy many visits to this blog from people in France. Some appear to be daily visitors.

Would you email me and let me know what is most appealing to you in this material?

john.maver@mavermanagement.com

Thanks

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Ten Myths About Strategic Planning

The impetus and some of the content for this article came from an article in Mike Johnson's sales newsletter (Mike runs Sales Solutions) by Rick Seaman of Strategy Implementation.

CEOs, owners and senior executives appear to believe some or even all of the following myths about strategic planning and implementation. As with any myth, if one follows it, the results can be not just harmful but potentially disastrous. Let me provide a perspective based on our work with many different companies from the very large Fortune 500 top companies such as Procter & Gamble and Clorox to even the very small sole proprietor.

Myth #1A and 1B: We don’t need a strategic plan! We have one but it isn’t written down.
This is like embarking on a trip without a map. Or just having a vague idea of how to get where you are going beyond the immediate next few steps. 63% of companies do not have a written business plan. In fact, many companies don’t even have the vision and goals crystallized. They are just out there in the distant “fog”. Every organization needs some form of plan to set the direction and guide its actions particularly during turbulent market conditions. Otherwise, it will simply respond to events outside the firm and be controlled by them. If you don’t have it written down the day to day pressures almost guarantee that the company will meander and drift and never reach the desired destination.

Myth #2: The plan is a binder on a shelf and length means strength.
Documentation is necessary but the real benefit of a good plan is the mental framework for problem solving that it provides to the executive team and then cascaded down to all of the employees. A cumbersome lengthy document often inhibits use and the plan stays on the shelf. Additionally, there is a tendency to add many, many projects to fill the pages. This just defocuses the organization and spreads scarce resources thinly. At Maver Management Group we use a one page format. Executives and employees can refer to it frequently and monitor simple measures to stay on track.

Myth #3 Once the plan is put to paper the work is done and we can leave it for another year.
Wrong!! A plan is only good if it is followed and updated regularly to track progress, reassess the competitive climate and modify the tactics accordingly. If you have a binder on your shelf, it will only be of service as a dust catcher. It has to be in your hands, used and stimulating your thinking.

Myth #4: Strategic planning can only be done at a resort.
You should be out of the office where there are no distractions from the daily firefighting, the phone calls and of course the e-mails. All you need for a productive process is a meeting room at a local hotel or conference center. Strategic planning is serious and shouldn’t be equated with a vacation. Everyone can play golf on their own time. Team building is important but realistically how much of that is really done on the course itself.

Myth #5: It interferes with our real jobs.
The time set aside for the thinking part of your job will unquestionably take away time from the mundane responses to e-mails and voice mails and possibly from some of the firefighting too. Strategic planning is arguably the most important part of your job because it can determine the effectiveness of all the rest of your efforts. However, it is often viewed as important but not urgent and therefore not done. The investment in it can have a dramatic effect not only on the business results but also on the amount of truly productive time in your workday. This IS your job!!

Myth #6: We can do it without any help.
Unless your core competency is strategic planning and you spend a lot of time honing the process, you need to get an expert. It is extremely difficult to both participate in and facilitate the same meeting. There is an almost irresistible urge to problem solve on detailed issues and therefore lose track of the big picture. Executives need to focus on the thinking so the plan gets the benefit of the best brainpower.

Myth #7: Our industry is different. It changes too fast to allow for a plan.
Let me assure you that no matter in what industry you compete, having a plan is a necessity. Without exception, all of the clients we have had across a broad range of industries have benefited from the critical thinking and the focused direction that the plan creates. Exploring alternative futures, and the actions needed under those conditions, improves your ability to respond to whatever happens and in fact to get out in front.

Myth #8: We did the plan and we will get to the metrics later.
What gets measured gets done. The dashboard in your car provides vital information even if you don’t understand what goes on under the hood. We all need to have “gas gauges” for all of the key elements so that we can measure our progress and adjust our plans and spending accordingly.

Myth #9: If the CEO says it, it will happen.
Top down management is seen in many companies. However, even in these companies the power of the combined executive team results in a better plan. Importantly, their buy-in helps the plan be understood down into the organization and therefore executed much more effectively. Actual execution of any plan only takes place when employees direct their efforts and change their behavior to comply with the requirements of the plan.

Myth #10: The plan is too confidential to be shared with regular employees.
Even the best strategic plan will never produce the desired results if the people who have to implement it don’t know what it is. Clearly, all of the elements are not shared with all of the employees. But it is important to have the corporate plan cascaded down so that each employee knows where they fit in making the plan work. They need to have enough information to make wise choices in their daily routine even if they are not strategic.

Did you believe these myths?

Probably not. However, contact us if we can help you get to where you want to go with your business or personal goals.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

For The Times They Are A-Changin’….Or Are They????

Bob Dylan sang about this back in the ‘60s. 1964 to be more precise. The times are a- changing. Right? We really thought they were then and they have changed in terms of how we accomplish things. However, upon closer examination the basics are still very much the same. We set the same type of objectives, have many of the same desires and want the same positive relationships, for example.

American Idol is back and the theme was ‘60s music this past week. The judges kept asking for the songs to be delivered in a current, contemporary manner, even though the songs themselves were decades old. The same basics, just an updated spin.

Major League Baseball is starting spring training. The equipment has changed in many ways. Just look at the size of the gloves for example and that really is a person behind that catcher’s “mask”. But the basic rules of the game are the same. The way it is played hasn’t changed either over the past decades after the designated hitter was introduced.

So what does that mean to senior executives?

Just like American Idol, Major league Baseball and even the desire for chocolate based ice cream, business is done basically the same. Of course, with modern technology, so much more is possible. And of course we do things in a much different way.

We still need to identify the needs of our target market. We still need to create and market products that meet those needs. We still need to have a written plan to galvanize our company so it is able to meet the demands of the market profitably. We definitely still great people to bring the plans to life. While the execution has changed, the basics are the same.

We at Maver Management Group work with a lot of different companies in many industries. We have found without exception that a simple, workable and useful roadmap plan is applicable everywhere. The analysis is more sophisticated and the implementation much more technology driven, but the basics are the same. We have found that the basic elements of the strategies have remained consistent. Clearly the tactics for executing have changed but the basics have stayed.

When I started in business many years ago, I quickly found a mentor to help me. I knew where I wanted to go and just needed someone who had been there to show me how to get there. The rest I could do myself. No change today except that we are now the mentor. We find as we guide senior executives to get where they want to go, our experience in having already been there is invaluable. No surprises there.

Are the times really a-changin’? Every day, a “new” theory, program, “better than” and gadget are being offered to senior executives. When you cut right through them, they basically are offering what has been offered for decades. The same basic elements are there just like those found in American Idol and in Major League Baseball. No wonder that many companies are questioning consultants, viewing them as an expense and not an investment.

If you are a CEO, a senior executive or aspiring to be one, don’t be misled by the whiz bang “new” program of the day. Find a trusted experienced company. Invest in their sound management principles and let them guide you to reach your goals. Get a mentor. Get one with whom you can build a solid relationship and who has your goals in mind. Get one that will work with you directly and not create the perfect program to go on your shelf rather than into the market. Think back to those that have made a real difference in your life over the years. I’ll bet it wasn’t the whiz bang folks.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

The CEO Psyche

Having been a CEO and having worked with many CEOs at Procter & Gamble, Clorox and in my years of consulting, I have come to understand the CEO psyche, at least a little. Although they won’t articulate it directly and may not even admit it, they generally want the following 4 things in very simple terms:

1 Achievement or advancement toward their personal goals.

2 Achievement or advancement toward their business goals and often as a means of delivering number 1 above.

3 Validation, respect and admiration for their talents and achievements, generally from number 2 above, but also from activities in the public domain.

4 Less stress, more peace of mind, more time with their chosen activities, including just thinking time and less fire fighting and fewer unexpected surprises.

Of course there can be others, but these 4 generally fit all CEOs.

So how do we deliver what meets their needs?

Again, keeping it simple.

First, they need a plan. A plan for each that crystallizes their personal and business objectives and goals. The plan has to identify the core competencies personally and for the business. Then it should lay out the strategies to be followed and the initiatives and plans that bring the strategies to life. It shouldn’t be complex since simplicity will enable it to actually be understood and used by others and be successful. Having select metrics is critical since what gets measured gets done.

The Maver Management Group has created hundreds of these plans for executives and companies across a broad range of businesses and industries. Those plans that get followed get results. As a CEO, current or perspective, don’t you see how a solid plan can power you to your goals?

Second, it's all about people. Not just highly qualified, hard working folks who map on to the strategy, but people trained, directed and positioned to use their talents well. This isn’t about development plans or even recruiting. It is about making sure that the company has the means to gain a high ROI for each of their people. I have been amazed at the very high proportion of companies who pay the full salaries, but get so much less than what is possible in results. Getting the right people, not only makes the CEO job more effective, it also makes it much more enjoyable. See psyche point three above for the rewards.

Third, use of technology and best in class processes. Getting this right makes everything else so much easier and effective. Some benchmarking and internal reviews that include the people actually doing the work can pay huge dividends in terms of progress. Getting the right information analyzed and presented in a useable form speeds better decisions. Think about the reams of data available to CEOs from internal and external sources. The key is cutting through it to make it meaningful. This one not only drives the first three psyche points, it is critical to the last one.

Finally, I would be remiss if I didn’t restate, get some professional help. Most CEOs know where they want to go, they just need someone who has been there to guide them and show them how to get there.

Successful CEOs generally mean a successful company and therefore more successful and happier employees.

Win, win, win.

John


John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

How Small Business CEO’s Can Afford World Class IT Services

Most small to medium sized businesses recognize the strength of, and need to use, Information Technology (IT). Some have not yet reached a size where it is practical to have their own IT Department, while others have a small IT Department but are questioning how best to grow and control that capability.

IT is clearly outside of the core competencies of the Maver Management Group. Dean Lane is an associate of ours and runs his own IT consulting businesses. He has in-depth background and experience in managing the improvement of IT and company operations serving as CIO and interim CIO for a number of large and small companies. He knows his stuff and has written several books as well as this article that has been published in its entirety in a CEO Forum.

Most small businesses can’t afford or don’t need a full time CIO but would still like to have that expertise on tap when it is needed. So what’s a small business to do?

This will come as no surprise on a consulting website, but there are impressive CIOs available on an interim and/or part time basis who can successfully address and resolve these and other concerns. They have been a CIO multiple times before and are skilled at developing, deploying and maintaining an effective IT organization that aligns with enterprise business objectives.

The benefits of putting a CIO on retainer is more than just a cost effective and rapid way to get executive level attention focused on your needs. These individuals bring expertise to bear that only be gained by years of experience doing the job of a CIO. A few other benefits to your organization are that these are individuals that:
· Have been there before and resolved, at least once, the issues you are facing
· Have specific industry and business knowledge
· Can provide interim assistance for a period of time that you determine
· Are willing to work on a fixed fee or time and material basis
· Come with proven approaches and methodologies in all IT areas

Finally, these retained CIOs can negotiate a contract with, and oversee, an Application Service Provider (ASP). ASPs provide information technology solutions to small businesses. Customers of ASPs initially see cost savings and a quick deployment time. The ASP model provides small businesses an alternative to the high fixed costs associated with software projects as well as the impact of these projects being over budget and past deadline. The ASP model allows the small business to refrain from purchasing hardware and software. Another cost saving is that of IT staffing (systems and database administrators, systems analysts, developers, etc., etc.). The savings could more than pay for the investment in the CIO.

For more in depth information visit Dean Lane’s website at http://www.oocio.com. He can help you find the right CIO for your business.

Its all about sticking to your core competencies and outsourcing to get the right expert to move your business to the next level.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

CEO Leadership – Holding solid despite chaos

“…And the rockets’ red glare, the bombs bursting in air,
Gave proof through the night that our flag was still there…”

We generally sing right through this part of our national anthem as we wait for the game to start. That is unfortunate because there is a message there not just for Americans but for CEOs. We, CEOs are the ones that have to hold steady despite the chaos all around us. The entire organization has their collective eyes on us like we do on the flag as we sing. Their reaction and action is going to be dictated by the CEO’s. Undirected action is going to make everything worse. So a clear head and a plan that had been put in place before the pressure moment is critical.

If you can keep your head when all about youAre losing theirs and blaming it on you, …”
Rudyard Kipling

Doesn’t this hit home for the CEO. The credit gets shared and blame is generally singular and it is CEO directed. But “that’s why they pay us the big bucks.” It is also why the lifespan of the CEO is getting dramatically shorter.

CEOs hate surprises because good or bad they mean unexpected action needs to be taken. Look at the problems that Yahoo is having now with the Microsoft offer. Again, having a game plan laid out and in place is critical. It enables not only the right action instead of a reaction but also speed in executing it. The plan had better be clear and at your finger tips. I see so many companies that either don’t have a plan or it is so complex that it just sleeps on the shelf in its large but expensive binder.

Did you work through the Business Acceleration Scorecard in the last post?

Do you have the plan in place?

Is it the right plan?

If the answer to any of these questions is no, be prepared to not only lose your “flag” but also your head.

Call me. I’m the guy companies call when they are tired of struggling through chaos or unexpected events and need a guide to show them the way ahead to their goals.

John


John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Reality Check on your Company's Health - $3,000 value - FREE

How well is your company really doing? Is your perception of reality even close to reality? Is it delivering all that you want it to be delivering? Now is the time to find out what really is and what could be.

Many executives dismiss the reality check for a variety of reasons. Some are:
- No time.
- Not know how to do it.
- Once done, not know what to do about it?
- Some even have a fear of what the analysis will show

These may not resonate with you but you are undoubtedly interested in getting the reality check. Right?

Here is a simple scorecard that I developed that will give the answers and also address all of the points above. Take the quiz. It takes less than two minutes. Feel free to print it out and give it to some of your employees or colleagues. Just put a check in the column that best describes your company for each of the questions.

Click on the photo below and the image will come in clearly.





How did it come out? If you have placed checks on the left half of the questionnaire, you may have some problems.

Contact me and I can review the results with you. This is the free $3,000 value. No charge and no obligation.

This can be your chance to invest in yourself and your company and make those dreams a reality.

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Reality or Perception

“Perception is reality”

The self serving bias. I have recently read in a book by John Ortberg “When The Game Is Over, It All Goes Back Into The Box” (great book by the way) about the self serving bias. This part of human nature had been identified many years ago. It basically says that people generally see themselves as smarter, more talented, and more positive than they actually are. The study of it is really not in my core competencies. However, what struck me were the implications for companies.

Here are some non business examples Ortberg gave.

- In a study, 800,000 high school students were asked if they had above or below average social skills. The responses should have been split 50/50 but not one said they were below average and 25% said they were in the top 1% of social skills.

- The majority of people in hospitals suffering from injuries in crashes that they themselves caused, rate themselves as above average drivers.

- 88% of college professors rate themselves as above average. The rest are being retired or already retired I guess.

Would you care to guess what percentage of CEOs rate themselves as above average?

What percentage of all C level executives rate themselves as above average?

Would you care to guess just how many executives readily admit that their business is in trouble in some way?

I think you know!

The business implication most often is that perception becomes reality and business people do not get the diagnosis or the advisors that they need to identify the issues, find the solutions and reach the goals they want. They dream the big dream we wrote about earlier this month but then through a self serving bias delude themselves. That may very well be because they have no way of determining if or where the trouble exists.

Where do you fit?

How is your company doing?

What are you going to do about it?

Contact me if I can help. I have a simple diagnostic tool that I developed and an introductory offer to get you started.

Call me or e-mail me.

John

John Maver
President
Maver Management Group
(925) 648-7561
john.maver@mavermanagement.com
Maver Management

Martin Luther King, Jr.

This weekend in the United States we celebrate the birthday of Martin Luther King, Jr. He had a dream and it changed the country. You may be reading this note somewhere outside of the US. If you aren’t familiar with Dr King, this link is a brief summary about him. The post here in early January described some of the basics on how he made his dream a reality. He used business principles.

He had a dream and you should have one too. You probably already have one for your business. The series of articles on this website are business oriented. They are meant to either stimulate your thinking or provide some helpful tips on how to get where you want to go in your business. We will return to that theme next week.

Now I am recommending that you expand your thinking to encompass your life and the contribution you can make to society. How can you use your talents to make this bigger dream a reality? This isn’t a suggestion to climb a mountain or stop smoking. It is a suggestion to give your talents to a worthwhile cause that makes us all better off for you being here.

Who can you help or what can you do? You have so much to offer.

Think about it. Have a dream and celebrate making it a reality.

Happy Birthday Dr King and thank you!




John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Oprah has one - Business advisor that is.

Oprah has one. The President has several. Bill Gates has some. Almost every successful CEO or top executive has a business advisor, if not more than one.

Why do they do that? Call them advisors, coaches, or consultants; they serve the same purpose - making the executive more successful and more fulfilled with what they are doing.

When do you know you should have a business advisor?

1 ) You know where you want to be and want someone who has been there to show you the way.
You have developed a vision for the company. Now how do you make it a reality? Why learn the hard way and stumble into problems when you have no need to do this. You wouldn’t start out on a trip without a map of how to get where you are going. It is the same for business.

2 ) You have no one to bounce off ideas and confirm sound thinking.
There is always a risk that the pressures of the day have caused you to miss something important in a decision. You need an unbiased sounding board. At the executive level, you can’t really let down your guard and talk to your boss or the Board. They expect that you will have all the answers and they will have the questions. You can’t talk to your subordinates. They also expect that you have the well thought out plan and are just looking to you for direction. Same for your colleagues. You can’t talk to your spouse because they are clearly not unbiased and don’t understand the full ramifications. So to whom can you turn?

3 ) You feel you have to do it all yourself.
“It is lonely at the top.” is a truism. However, with a little help you can learn how to get even better results and be able to spend more time on what else really matters in your life. Advisors know how to put in place the strategies, plans, processes, teams and resources. You are an expert in your business and they are experts in their field as well.

4 ) You have that nagging feeling you should do something about your business but are too busy working IN your business to work ON your business.
There never seems to be any time to sit down and think about the future or even what could make a significant difference in what you are doing today. The issues of the day and your people are more than enough for most days. It is difficult to get things under control and your efforts focused.

5 ) You are working ridiculously long hours.
You are continually fire fighting in your business, endlessly trying to solve mundane problems and not spending your time on the thinking and high leverage opportunities. Delegation is challenging. Your team may or may not be good but they demand major portions of your time and if they are not completely aligned to your plans, they demand even more. The business advisor can bring focus to you as well as accountability to keep you on track.

6 ) You feel that with all the effort and worry you are still not getting the results you want or need.
Overheads are relentless. Competitive pressures intensify. Customers are fickle. Your market position is eroding. Technological advances cut into your advantages. There are organizational pressures. It never ends. Get unstuck. Sometime you need a catalyst to ignite the process and jump start the business renewal. The possibilities for business success are great.

There are multiple studies by top research firms concluding that failing to get help is one of the top reasons that business and executives fail. CEO’s are in place for a shorter and shorter time as are all other C level executives. Every day counts.

“In order to be a good coach you must first have played the game”
Vince Lombardi

So what are you going to do?

Let me know if I can help. Fortune 500, top 25, experience for medium and small companies.

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

9/11 - Brian Clark - Leaders Lead

On September 11, 2001 the twin towers in New York City collapsed under attack and thousands died. Only 4 people who were above the 78th floor in the South Tower survived. Brian Clark, then the executive vice-president of Euro Brokers, an international brokerage firm whose offices occupied the 84th floor of the South Tower was one of them.

Brian Clark is my best friend. He is also a leader and leaders lead. The reason I am writing about him now is that he is a good example for all leaders. We need to be ready to lead and actually lead in all situations not just from behind the big desk since that is part of our personal core competencies

Brian, despite being a senior executive, had volunteered to be the fire marshal for his floor. He never expected to be called upon but was ready never-the-less. When the first plane hit the north tower, Brian made certain that this firm’s 285 employees evacuated. Brian and the last few co-workers were preparing to leave when the second plane hit their building six floors below them. Ceiling tiles rained down and debris was tossed from everywhere. As the fire marshal, he was expected to lead and with a flashlight, he began to lead the way down darkened staircase A.

Clark said “We'd only gone down three floors to the 81st floor when we encountered a woman laboriously coming up the stairs with some others. They said they'd just come from a floor in flames and insisted on going up. It became quite an argument there on the stairs. I said we had to get below the flames. The lady was arguing with me but I just had this instinct that down was better than up.”

"Then I heard someone banging on the wall inside the 81st floor. They were screaming, 'Help me, help me. I can't breathe. I can't get out.' " Clark followed the cries and pulled wreckage away to free a man. By the time they made it back to the stairwell, everybody else had disappeared up the stairs. Despite the increasing smoke, Clark and the stranger he rescued started down the stairwell, clearing more debris for a few floors until they were able to continue down to safety. Leaders lead. They watched the towers collapse from just up the street.

Now it would be easy to say that Brian Clark was just lucky. Fortunate yes, but not lucky. It was his leadership that not only put him in a position to save others but to actually do it. He did more as a leader too. Representing his company, Brian attended the funerals of the 61 employees his firm lost. He then went on to assume the position of President of the relief fund that raised millions for those families.

Why is this an important story some 6 years later? Leaders lead. If you are a senior executive or even a strong middle manager, it isn’t enough to go with the flow. You have to make choices like Brian did and lead others to the appropriate course of action. You may not end up saving a life, but leadership is so necessary for the survival of your company. Companies without strong leadership are like rudderless ships.

How are your leadership skills? If you are feeling less than 100% competent, get yourself a coach or mentor who can help. In fact, a coach is a good idea in any event. Brian Clark had coaches.

Leaders lead.

Nice work, Brian Clark!

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

CEO Tips I Wish I'd Had When I Started

Thank you for your enthusiastic response to this presentation and series of articles.

Many have asked to have it available in one piece rather that in separate postings by tip. It is too long to post like that here.

You can find it here as CEO Tips.

Please feel free to share this with colleagues and let me know what tips work best for you. Also if you have additional tips to share send them to me. I will be adding to this presentation from time to time and always appreciate additional input.

Thanks

John

John Maver
Maver Management Group
(925) 648-7561
Maver Management

I Have a Dream "– Delivering your dream

“I have a dream”
Martin Luther King

With these four words Martin Luther King started to change the course of history not just for the USA but for the world. He had a dream. A powerful dream! Since he spoke those words. African Americans have moved from the back of the bus to now running for President of the USA.

As a CEO or a senior executive, we all have a dream for our company. What it might be. What it could be. What it can be. We don’t call it a dream. We give it a business name like vision, or mission or objective. But it is still a dream.

Martin Luther King had a dream. He made it a reality though the following:
* A simple message that was logical and emotional. It touched the mind and the hearts of Americans. All Americans. In business, we call this branding.
* A carefully laid out plan that spelled out the strategies and specific actions that needed to be taken. He had a written strategic plan that was known to all so that it focused energy and resources.
* A strong team supported by experts who helped craft the specifics of a plan and then implement it. He chose his team carefully. He brought in outside experts who had expertise and experience to accelerate the progress. He knew he couldn’t do it alone and it is always the people that make the difference
* A passion which enthused all of his followers to overcome tremendous difficulties.
* A set of leadership skills which had been honed over the years. He had coaches, advisors and mentors.

What is your dream for your company?

This year don’t make New Year’s resolutions. Craft a dream with the plans and the people to make it come true.

“All our dreams can come true, if we have the courage to pursue them.”
Walt Disney

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Merry Christmas

This is the season when our family and many, many others celebrate the greatest gift of all, the Christ child. We are blessed in so many ways.











To our friends, we wish you a season of peace, joy and love. May you share your gifts with others so that we all benefit and are enriched.

We look forward to the next year with great optimism and hope that you will be part of our business family.

Have a wonderful holiday.




John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

“How’s that working for you”

By John Maver

“How’s that working for you” is often asked by Dr Phil to his guests. While in most cases, it is meant to lead the reinforcement that their behavior is incorrect, it also is a way of actually getting feedback.

Writing these posts as a one way communication is very much like talking to oneself. That can be okay unless you find yourself say “Huh?” a lot.

The objective is to share relevant information in a manner that is helpful to the readers. I can only tell that if I hear from you.

So I am asking two things.

First, comment on the posts and let me know your thoughts. Go back to the earlier ones and check out those ideas too. I welcome your feedback and any ideas or additions that you have. That could lead to new posts that might be helpful to you as well as others. I’ll write back to you. This means that you should check back often to see the new posts and the new ideas. You never know which one will be THE ONE that can explode your business forward.

Second, pass on this site to others so that they too can benefit from the ideas. I have found during my years in business that while the specific execution of an idea may not be transferable, the basis of the idea generally is and it can be of great benefit to others. It provides fresh and creative thinking to different industries. The abundance mentality really works.

Thanks for reading and let me ask…

“How’s this working for you?”

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Summary - CEO Tips I wish I’d had when I started.

By John Maver
Part of a presentation to the Renaisance Forum for CEOs

CEO Tips I wish I’d had when I started. As I said at the beginning, I learned from first hand experience supplemented by a lot of reading. I had some great role models in my life and they were helpful too. Most taught me what to do. Some taught me what not to do so you can learn from everybody. I’ll bet that you had some of both in your career too.

There are many other tips that can be added in subsequent wrings but these are the most important in my experience.
1 What’s my job? What am I responsible for?
2 It’s the people. It’s all about the people.
3 The roadmap to your vision.
4 Who are you? What is the brand YOU?
5 “What’s in it for me” – Your Customer
6 Stick with what you are good at.
7 Do it. Just do it!

I’d offer you one more tip. It comes from consulting with the many clients I have been fortunate to assist.

Invest in an expert to accelerate your progress. If you don’t have the right one(s) in your company hire a consultant. The ROI is substantial.

“Recognize the skills and traits you don’t possess and hire people who have them.”
Howard Schultz – Starbucks

Why do I recommend this? It would be easy to say that since I am a business acceleration management consultant and business advisor, it is self serving. Yes, in a way it is. But it is more than that. Your responsibility as a CEO is to lead. To set the direction and to incorporate the learning such as that above into your operations. One of the tips is to stick to what you are good at. For those areas that are not your core competency, get the right person to help. That may or may not be me. So it is really self serving FOR YOU!!

Make the investment to secure a good business advisor. Do it today. Let me know if we can help.

Remember, there is no rewind button on business or life.

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 8 Do it. Just do it!!!!

By John Maver
Part of a presentation given at the Renaisance Forum for CEOs

This is a great Nike slogan that reached a lot of people and established Nike’s reputation in athletic wear. But it is much more than that. It is a call to action. To actually employ the employees and the leadership teams in the culture that has been created. To capitalize on the capital you have invested and the brands created. To be meaningful to your customers, to fill their needs and to do it through your significant strengths. You just have to do it. A good plan in the market has a far better chance of successful impact than a great plan still being developed

“The thing that keeps me awake in this business is the speed at which you have to move.”
Robert Nardelli CEO Home Depot

Many CEO’s get to the top based on their success at making decisions. However, once at the top there is the realization that the decisions are different. At all other levels in the company on important decisions all you could say is no to the project. If you agreed with the idea or recommended project, it went up the line to the next level of authority for their concurrence. Now, at the CEO level, you're it. You make that “Yes” decision. The final decision is yours!

“You miss 100% of the shots you don’t take.”
Wayne Gretzsky

But there can be a reluctance to actually make that decision. It can be seen in some of the following actions:
* Paralysis by analysis.
* Do more research.
* Send it to a committee for further study.

All of these are delays in the decision making process and all cause the company’s progress to slow or stall. Often times they come under the umbrella thought of “We will do this when things settle down.” Guess what?? Things never settle down. So get on with it and start driving your business forward.

“Get out of your own way … Your success depends on it.”
Bill Gates Microsoft

How are you doing?

Are you poised for action or are you treading water at the moment?

What is keeping you from driving ahead?

Think about getting some professional consulting help to be a catalyst for you and your team.

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 7 “Stick with what you are good at.”

By John Maver
Presented at the Renaissance Forum for CEOs

“Core Competency is an area of specialized expertise that is the result of harmonizing complex streams of technology and work activity.” CK Prahalad and Gary Hamel

That definition by the initiators of this concept is a little tough for me so let me offer this thought. “Stick with what you are good at.” A core competency is something that a firm can do well, provides customer benefits, is hard for competitors to imitate and can be leveraged widely to many products and markets. Clearly these provide a competitive advantage…if you stick to them and use them. Funny, how one has to add that last line in there because so many companies stray and engage in what is known as strategic creep. The result is that they end up far a field from their real core competencies and they pay the price.

Your strategic plan should identify your core competencies and how to use them most effectively. Most fall into three overall categories of strategic focus. They are low price, technological advantage and customer service. Within each of those are many more specific core competencies that enable the company to deliver on that particular strategic focus.

"Modern business theory suggests that most activities that are not part of a company’s core competency should be outsourced.” Alex Meinhoff

Here is an example from the sports world of what can happen when you don’t do this and I know that all of you have seen similar examples.

Garo Yepremian, Miami Dolphins field goal kicker, despite all of his success, is remembered by many people for an embarrassing incident in Super Bowel VII. Yepremian was sent in to kick a field goal. The field goal attempt was blocked and Yepremian managed to get to the ball. He picked it up. Rather than just fall on it he attempted to throw a pass. The ball slipped from his hands and went into the arms of Redskins cornerback Mike Bass, who returned it for a touchdown. You may recall that this was the Dolphin’s undefeated season. Yepremian’s gaff made the score 14-7 Dolphins. They hung on to win but think what could have happened.

“What it will come down to…is that we will try to do what we do best. We will go with our strengths.”
Vince Lombardi (They won 5 NFL titles and the first two Super Bowls)

Honda is known for their expertise in engines and they have expanded that core competency from lawn mowers, to outboard motors to motor cycles and to automobiles. Volvo is known for its safety core competency. Both are sticking to what they are good at.

In the 1990s, Sears Roebuck divested itself of Allstate Insurance, Dean Witter, and its real estate brokerage activities to focus on its core competency, which was retailing general merchandise.

Mercedes is divesting Chrysler and Ford is selling off Jaguar and its other luxury car businesses.

Wendy’s divested Tim Horton’s doughnuts.

Chainsaw Al Dunlop divested almost everything in his companies but that’s another story.

“Baseball was okay but let’s get back to the court with the Bulls.”
Michael Jordon

What are your personal core competencies?

What are the core competencies of your company?

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 6 “What’s in it for me” – Your Customer

By John Maver
Presented at the Renaissance Forum for CEOs

"What's in it for me." This isn’t just a song by Faith Hill. It is a way of life for your customers. They don’t care about you and your business issues. They are interested in what makes their life better. How can you or your product help them? Yes they want a great price and they want value but most of all they want that emotional benefit that says "This fills MY needs." It isn’t always the best product from a logical standpoint. The emotion is also important and needed. Think about it.

“People don’t want a quarter inch drill. They want a quarter inch hole.”
Theodore Levitt

Value is what the consumer says it is. This is where a brand has to walk the talk.

"It's the EXPERIENCE, stupid!" as James Carvel might have said

Customer satisfaction = Your performance / Customer Expectations

What a great simple equation of how to determine customer satisfaction. Are you under or over delivering against their expectations? Better be over delivering.

Research shows that people want:
To have you really know what they want and need
To be treated with respect and to be listened to
Not be bounced around and treated like dummies
Not be served by people who don’t know their stuff
To have products that fill those needs

Find out what customers want from you and know that what you are providing matches it. Do the research and don’t guess. Deliver what you say you will. Far too many businesses focus on ways to keep customers, only to lose sight of the fact that their product or service simply isn't what it should be. Stop talking about features and start talking about benefits. The benefits to the customer. The benefits make a customer, YOUR customer. Make yourself more valuable to your customers, become a part of their world. Give them the five star treatment and they will give you five star loyalty.

“Call it "loyalty" or "customer intimacy". Come hell or high water, get close to that customer, listen to that customer, and love up that customer for all you're worth”.
Tom Peters

How do you measure your customers’ loyalty and what are you doing to drive it ahead?

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 5 Who are you? What is the brand YOU?

By John Maver

Part of a presentation given to the Renaissance Forum for CEOs

As the old wise marketing guru said “ Branding is the essence of successful marketing.” Brand equity is a precious gem. While not particularly rare it can be very valuable. So how do you tap into this treasure?

Consumers and customers don’t buy products or companies they buy brands. They form relationships with brands. The performance of your company or product, what it does and how it does it, is the core identity for the brand. The brand also has a distinctive personality and character that makes an emotional and trust based connection with the customer and distinguishes it from competitive brands.

“What Is a Customer Relationship? It is an on going conversation in which the customer never thinks of you without thinking of the two of you.”
Tom Peters

What does Peters mean when he says the customer thinks of the two of you? I believe that he means that you have established such a positive relationship with that customer that they consider you to be instrumental in their business success. Therefore you are bonded and the equity you have established is very strong.

Brand equity can provide strategic advantages to your company in many ways
Indicator of quality. (Coke vs. cola.)
Command a price premium. (Intel vs. AMD)
Simplify the decision process for low-cost products. (Kleenex vs. facial tissue)
Give comfort by reducing the perceived risk. (Beringer vs. Two Buck Chuck)
Maintain higher awareness and included in most consumers’ consideration set. (Microsoft, Ipod)
Strong defense against competition.

Brand names are company assets that must be invested in, protected and nurtured to maximize their long-term value to your company. Brands have many of the same implications as capital assets (like equipment and plant purchases) on a company's bottom line, including the ability to be bought and sold and the ability to provide strategic advantages.

"What you ARE shouts so loudly in my ears I cannot hear what you say."
Ralph Waldo Emerson

"Your brand is not what you say you are, but what your customer thinks you are."
Steve Yastro

When people think of your company what image comes to mind?

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 4 Family – It’s all about the People

By John Maver

This wasn’t part of the presentation to the Renaissance Forum for CEOs but the idea is significant for you.

It follows the thoughts about the importance of people. Some people are very important and that group is family. It is critical that CEOs get a balance in life so that they enjoy and lead their families as well as their companies. How easy it is to get caught up in the work day and neglect your real responsibilities. Don’t do it. We all can make excuses that our attention is needed every moment on the business. Don’t be fooled.

I am including this note here because I just had a new grandson today. His name is John Arnold Heard and he is named after both of his grandfathers. I’ll be spending a lot of time with him.

His sister Ella Blue Heard is 2 ½ and I spend a lot of time with her as well.

My other 4 grandchildren live in the Boston or the Toronto area and I don’t see them as much as I would like and that kills me. From left to right, they are Zoe Diana Maver, Hannah Victoria Maver, Ryan Jack Clemente and Andrew Austin Maver. I need to get better at finding creative longer distance ways of contact.

My point in this other than bragging about these six fantastic kids is to say, please don’t cheat yourself. There is no rewind button on life so don’t miss out on the most important people in your life.

Give your family a hug today.

John

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 3 Show me the roadmap to your vision.

By John Maver
Part 4 of a presentation given to Renaissance Forum CEOs

Strategy is about figuring out what is really important and what you can do to influence it. Businesses are a complex network of issues but there are only a few things that really make the difference in the marketplace. I have found that the majority of CEO’s with whom I speak may have a plan but most don’t have it written down. My findings are supported by the Association for Strategic Planning with 63% of companies not having a strategic plan at all. Most have simple short term plans but not much more than a half year. Your plan has to be written in order to really take hold and bring your organization in support. It must cause you to identify the key targets and the plans that will deliver them. It will harness your scarce resources and dictate how to use them most effectively. It aligns the work of your employees. It keeps you on track!

“When I am on that speedway, you had better believe that my team and I are following a written plan that we have developed for success. I am going far too fast to just wing it.” Dale Earnhardt

There are many reasons given for not taking the time to make the investment in developing a strategic plan. Most have to do with time and other priorities. Some companies foolishly believe that their industry is different. It is changing too fast for a plan to be meaningful. Not so! Believe me this is the most productive and beneficial activity you can do for your company and yourself by a long shot. You need a written plan in a format that is useable.

“You shouldn’t expect to walk into a new leadership job with an established strategic plan. Rather you should walk in prepared to lead a strategic process.” Dave Peterschmidt – CEO of Securify and previously Sybase

The Maver Management Group uses a simple one page format that clearly articulates our client's strategic plan, including the tactics that will be executed to bring the plan to life and the measures to keep the company on track. It enables the company to harness their scarce resources and deliver the goals. There are many forms for strategic planning. Find one that works for you and use it!

What is your plan?

Is it clear, concise understandable and actionable? Is it a living document that can be modified as you reach milestones or circumstances change?

Do you have a written long term plan? If not, when?

Call us if we can help you develop one.

Check back tomorrow for part 5 of the presentation.

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 2 It’s the people. It’s the people. It’s all about the people.

By John Maver
Part 3 of a presentation given to Renaissance Forum CEOs

Work gets done through people. They create the products, the processes and the revenue. They manage the customers, they manage the resources and they activate the strategies and plans. They bring the vision alive and actualize it. They should be your most valuable resource.

“A leader is judged in terms of what others do to obtain the results he is placed there to get.” Vince Lombardi

Historically, most companies hired good people, trained them and kept them for many years. Loyalty went both ways. They followed a philosophy like these ones at Procter & Gamble and GE.

“I know that the single biggest contribution I will make to this company is helping the next generation of leaders become the best that they can be.” “My job is to unleash the creativity, initiative, leadership, and productivity of P&G people. They are the leaders who’ve delivered the results.” AG Lafely, Procter &Gamble CEO

“Before you are a leader, success is all about growing yourself. When you become a leader, success is about growing others.” Jack Welch Ex CEO of GE

“If you leave us our money, our buildings and our brands but take away our people, the company will fail. But if you take away our money, our buildings and our brands but leave us our people, we can rebuild the whole thing in less than a decade.” Procter & Gamble CEO Richard R Dupree 1947

That philosophy is no longer the case for many companies. Meaningful development plans no longer exist, particularly for the CEO. That means you need a plan that recruits the right person for the job and moves them out quickly when they are no longer right. Half a body is worse than no body at all. It means far more work to do anything through someone who isn’t in tune and it lulls you into a false set of security since you don’t have a ready hole to fill. Plus you are paying for the full measure while only getting part. Training and development takes time and money. The “hire, admire and fire” is also quite expensive when all the costs are added in, including the loss of the intellectual capital that goes out the door each time. Be careful in your strategic selection.

“Recognize the skills and traits you don’t possess and hire people who have them.” Howard Schultz – Starbucks

In either philosophy, a critical action is selecting “A” players and having them in key positions. An “A” player is someone who consistently excels and goes beyond expectations, reinventing and improving new situations. They take initiative, and that they exhibit purposeful action. No organization can have all “A” players, but “A” players have to be in the key positions for the organization to be successful. The responsibility of the CEO is to understand which positions within the company are key positions and to insure that the business has “A” players in all key positions in the company. Then have fully functioning “B” players in the other roles to support them. Move out the “C” players to other companies and opportunities where their talents will allow them to become “A” or “B” players there.

“Life with top players is heaven! Life without top players is not life at all. It is hell!” All managers of non playoff teams

What are your people plans?

How are you nourishing them so that they deliver above average results?

Check back tomorrow for the next tip. In the meantime, answer the questions so that you can put some of these tips to use to accelerate your business.

John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO Tip 1 What’s my job? What am I responsible for?

By John Maver

Part 2 of a presentation given to Renaissance Forum CEOs

While ultimately it can be said that the CEO is responsible for everything, there are several key leadership responsibilities that fit for CEOs of companies of all sizes. You are going to find, if you haven’t found already, that you like me are being pulled into many, many activities and issues that really can be handled by someone else. Be vigilant, because each will erode your time on the really important areas that only you as CEO can handle.

A Setting strategy and vision.
The CEO is the owner of the vision and the strategies on how to make that vision a reality. No one else in your company can play this role. The senior management team can help develop strategy. The Board and investors can approve a business plan but the CEO ultimately sets the direction.

Vision is your concept of the future of your business, how you perceive and experience the future of your company right now, in the present. A powerfully held and shared vision energizes and inspires people. Vision is the vital catalyst that multiplies the efforts people put into their work, and intensifies and enlarges the effect of those efforts. Getting big is all about how one thinks. It is just as easy to have a big dream as it is to have a small dream.

"Your vision is the promise of what you shall one day be; your ideal is the prophecy of what you shall at last unveil."
James Allen

“Dream Big and Kick Ass.”
Donald Trump

“It was just about a little over 30 years ago when I started Microsoft. That was based on a vision that the microprocessor, the computer on a chip, combined with great software that we saw ourselves and other companies doing, could create something magical, a tool of empowerment.”
Bill Gates

What is your vision for your company? Does it stretch you and your company or is it just comfortable?

B Building culture.
If vision is where the company is going, values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. A great place to work can attract and retain the very best and a terrible place to work can drive away high performers. Culture is built in many ways, and the CEO sets the tone. His every action—or inaction—sends cultural messages. People take their cues about interpersonal values—trust, honesty, openness—from CEO’s actions as well.

“Culture isn’t one aspect of the game – it is the game!” Lou Gerstner – ex IBM CEO

“Good values attract good people.” John Wooden

Have you been clear on the core values and operating principles for your company? What are they?

C Team-building.
The CEO hires, fires, and leads the senior management team. They, in turn, hire, fire, and lead the rest of the organization. The CEO sets direction by communicating the strategy and vision of where the company is going. With clear direction, the team can rally together and make it happen. As the leader of the leaders, the CEO has to make them function smoothly together.

“Build for your team a feeling of oneness, of dependence upon one another and of strength to be derived from unity.” Vince Lombardi

“Surround yourself with people of integrity and get out of their way” Hector Ruiz – CEO of AMD

How well is your team functioning and is everyone pulling their weight?

D Capital allocation.
The CEO sets budgets, funds projects which support the strategy and ramps down projects which lose money or don’t support the strategy. He considers carefully the company’s major expenditures, and manages the firm’s capital. Some CEOs don’t consider themselves financial people, but at the end of the day, it is their decisions that determine the company’s financial fate. Sound decisions are key to your profitability and long term success. No surprise here!

“Business isn't about the score of the game you played in the last quarter or the last year. It's probably about decisions you made three or five years ago, and how well you were able to adjust your course.”

John Chambers, CEO, Cisco

On what basis do you make capital decisions and how does the need for quarterly results impact your longer term thinking and plans?

“Manage your top line of strategy, people and products and your bottom line will take care of itself.” Steve Jobs - CEO Apple



Check back tomorrow for the next tip. In the meantime ,answer the questions so that you can put some of these tips to use to accelerate your business.



John Maver
Maver Management Group
(925) 648-7561
Maver Management

CEO tips I wish I’d had when I started

By John Maver

A presentation given at the Renaissance Forum for CEOs

Today, you may be at the top of the company’s organization chart.

HELP!!!!!

If you are a new CEO or have aspirations of being one, I hope you will do well and you may have learned some of these lessons already. If you have been in place for a while, this may be just a review for you and will help accelerate your business performance.

CEOs are in office for a shorter and shorter time. A Booze Allen study in the 2500 largest market cap companies has shown that in a decade the average tenure has been cut by more than 2/3rds from 9.5 years in 1995 to 4.6 in 2001 to just over 3 in 2006. What's more, the turnover is less and less at the CEO’s choosing. The non voluntary reasons for leaving have skyrocketed from 27% in 1995 to 53% in 2001 to 70% in 2006.

Why are CEOs turning over?

In about equal proportions the reasons are:
Merger driven
Performance driven
Regular Transition

Think about it. A very short time in place and only 1/3 are regular transition. CEOs had better hit the ground running and running well.

"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn't matter whether you are a lion or a gazelle, when the sun comes up, you'd better be running." Successories

Many of us learned through on the job training. As we worked our way up to larger and larger responsibilities, we had the chance to hone the skills we learned first hand. That takes time and lots of experience. But there is another way and that is to learn from others who have gone before you and done so successfully.

Here are some CEO tips I’d wish I had when I first became a CEO. This isn’t a clipping service from the latest books. It is a summary of what I have found through my 36 years in general management to be most important, augmented by some pearls of wisdom from many other CEOs. When you have the time, read all the books. Better still; hire a smart business advisor consultant to provide the depth to these ideas.

You will note that there are some questions for you at the end of each section that relate to that section. Answer them. The only way to learn and make these tips worthwhile is to apply them to your business.

Here are the tips we will review.
1 What’s my job? What am I responsible for?
2 It’s the people. It’s all about the people.
3 The roadmap to your vision.
4 Who are you? What is the brand YOU?
5 “What’s in it for me” Your Customer
6 Stick with what you are good at.
7 Do it. Just do it!

Since this is a long presentation, I am going to split this up into bite-sized pieces of one tip at a time. Check in each day for the next tip.

John Maver
Maver Management Group
(925) 648-7561
Maver Management

Christmas Performance Reviews

This appears to be Santa's attempt at business acceleration planning. Upgrading your company's talent pool is one way. The Maver Management Group could have showed him some others.

Enjoy!

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management