Blog Post: Avoid Executive Derailment

Many executives will attribute their “failure” to the economy and political era, their profession, company, industry, or to biases they think operate against them (age, race, gender, education, others)  Yet, some executives that thrive, and are in demand by other companies wishing to succeed, regardless of those same  circumstances.

Are you an executive concerned about your future?  Now is the time to get yourself some executive insurance by taking responsibility for your style in leading a company forward, managing its assets (particularly its people), and ensuring its profitability. 

Leading a company forward takes executive skills that many may possess; however, these skills may be forgotten and new ones overlooked, when  you are confronted with major challenges.  As the new leader, people are looking to you for guidance on how to resolve long-time issues. They want to see actions taken on opportunities, and challenges. Your executive savvy will either lead the company forward profitably, or derail your career. 

Several keystones to ensuring your success, and that of your company: 

Stop talking about it and get into action NOW.

Be a solutions provider. Get out of your office to talk with people (that’s where most of the information resides: With your people!)  How?  Identify challenges your company faces (whether or not you’re directly responsible for that area).  Interview your managers; ask questions and really listen to their responses:  “What are the 3 most important issues facing us today?”  “Why are these issues important?”  “How do you suggest they be resolved?”  “How much will it cost if we do?”  “How much will it cost if we don’t?”

Do not buy into the negativity.

There’s a reason you are in your leadership position: You’re supposed to move the company forward profitably.  Falling victim to the negative “clique” of the company will only ensure the status quo, or worse.  As you talk with people about the issue(s), a common solution may well emerge. If not, you will have your work cut out for you! Be careful not to jump in any direction too quickly, without investigating other alternatives (talk with Board members, employees, and other industry experts…).  Stay in communication with people, and capture their changing thoughts and opinions

Truly listen to all ideas; don’t kill the messenger of bad news.

When you have an outline of your course of action, share it with those who helped identify the problem.  Listen to their input, and (whenever possible) incorporate their ideas and thoughts–with full credit for their input.  Fail in this, and you will probably derail your career.  What do they like?  What don’t they like?  What alternatives could they provide?  Don’t be afraid of brainstorming.  True synergy will result in a better solution.  If they don’t like it, can they at least live with the plan even though it’s not ideal?  Remember to listen to their rationale; otherwise, you may create enemies and roadblocks, detrimental to your success. 

There is no failure if you’re moving forward. 

You will need to believe in the process of designing, developing and implementing solutions that originate with your team.  You’ll either achieve the results you’ve declared, or not.   Waiting until you believe there is minimal risk will never happen.  There will always be new challenges, new data, new customers, and new competitors.

Establish three, six and twelve month goals, now.  Get your staff on board.  Develop action plans and assign responsibilities.  As you move forward, new facts will emerge – stay focused on the desired end results without overlooking the obvious concerns. 

Hire a coach or consultant that will keep you on track and keep you out of the quagmire that “internal thinking” may produce. You need an impartial external source of input and feedback.  It’ll be the best money ever spent.

Change can be scary. 

Change is difficult and uncomfortable for most people.  Stay focused on ensuring the highest quality of products/services to meet your customers’ needs (internally and externally) while incorporating new systems.

Have the right people in the right job to ensure success.

This is paramount.  You may need to re-assign job duties to ensure greater success for the company, and greater job satisfaction for your employees.  Do this in a progressive manner, while ensuring the person is the right person for the position or assignment.   This will require a level of objectivity only attainable by using valid assessments designed to show thinking styles, core behaviors and occupational motivations.  Have “straight conversations” designed to support employees in their careers by honoring their strengths.  Develop training and other developmental tools to coach them (and you) through weaknesses. Remember, people very rarely change core behaviors. 

Be clear as to how others view you, as well as your inherent strengths and weaknesses, by utilizing 360-degree feedback.  Leaders who are able to hold their employees accountable for results are usually the same ones that have the respect of their employees, and those higher on the organization chart.  Your attitude will determine your success! 

Celebrate!

Enjoy success, even partial success, as it occurs.  Remember, life and goals are a process, not a place.  During the journey, you’ll learn valuable lessons about yourself, your relationship with goals and how you go about achieving them.   

Consider these lessons and the people who helped produce them, and take them to heart. You will have reduced your chances of becoming a victim of “Executive Derailment”.

© Jeannette L. Seibly & John W. Howard, 2007

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Jeannette Seibly, Principal of SeibCo -- your partner in developing work and career strategies for selection, results and growth, We improve your bottom line!   Contact SeibCo, LLC @ 877.784.6111 (toll-free) or JLSeibly@comcast.net for a free information regarding state-of-the-art assessment tools.

John W Howard, Ph.D., owner of Performance Resources, Inc. helps businesses of all sizes increase their profits by reducing their people costs. His clients hire better, fire less, manage better, and keep their top performers. He may be reached at 435.654-5342, OR jwh@prol.ws