June 2005
Leadership Now More Than Ever |
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One
morning in the early part of June, the business headlines featured
a couple of related and perplexing stories. GM announced the layoff
of 25,000 people over the next few years as part of an attempt to
cut $2.5 billion in costs, and Delta's CEO was in front of a Senate
panel, along with counterparts from Northwest and United, pleading
a case for relief from their pension commitments in order to ward
off bankruptcy.
Delta
is certainly not the only one squirming on the pension issue. United
has already blazed that trail for airlines and cases like it have
put severe stress in the U.S. Pension system. Bradley Belt, executive
director of the Pension Benefit Guaranty
Corp, the federal agency that insures private pension plans, recently
estimated that under funding in the pension system has reached a
record $450 billion, with auto, airline and retail industries at
most risk. Think for a moment about the number of people who stand
to lose on that deal. Probably people in your own neighborhood or
family.
Like
many companies, GM is under the gun to cut costs. Part of their
predicament is their claim that worker health care costs alone contribute
$1500 to the cost of each car produced, which makes them less competitive
in the world marketplace. A number of "Blue Chippers"
along with GM are feeling the pressure of health care and pension
costs, with people living longer and the growing quagmire of health
care that is a fact of life today.
A
day or so later another story appeared in which Federal Reserve
Chairman Alan Greenspan gave an upbeat assessment of the country's
economic health, citing the recent pickup in economic indicators.
His comment was that the economy is on "reasonably firm footing."
(Some might say that's about as enthusiastic as it gets from the
Fed Chief!)
In
support of Greenspan, there have been several reports of a very
robust economy over the past months. For example, after examining
traditional indicators of economic strength such as high corporate
investment, rapid productivity improvements, strong overall growth
rates, and low interest rates, one of the managing partners at the
noted private equity investment firm Warburg Pincus commented, "You
would think that 2004 was the best year of the past twenty."
Kind
of makes one wonder how much greater the pension-funding deficit
or other operating costs would be soaring at places like GM and
Delta if the economy had been dismal.
We
all understand that just because the economy overall seems to be
doing well does not mean every single company or industry will be
prospering. But at the Senate hearing on airline pension fund relief,
Sen. Jim Bunning did pose a rather interesting question of the airline's
top officers when he asked, "Should we reward you for bad management?"
Before
you get the impression that the point of all this is to once again
attack high paid executives whose companies are floundering, it
is not. Rather, it is once again to reaffirm the need for more leadership,
because management by itself is proving to be insufficient to successfully
compete in today's world.
Executives
of huge companies in tough industries like autos and airlines have
incredibly difficult jobs-no doubt about it. They are facing some
enormously complicated and challenging problems, pensions and health
care being just a part of the mix. These are the kinds of issues
that are going to take more than traditional, by-the-book management
techniques to work through. Solutions are going to require some
innovative thinking, new kinds of relationships and, above everything
else, real growth in the business. Profitable growth can curb a
lot of problems, and although costs can often be controlled through
management, growth requires leadership.
There
are some companies that over the years have earned the reputation
of being well led. Stop and think for a moment about ones that come
to your mind. Was GM one of them? How about Delta, Northwest, or
United? Most of these companies are no longer admired as being well
managed let alone well led. Perhaps Sen. Bunning was not just being
preachy in his remark after all.
In
commenting about the GM cutback, one analyst said if they were selling
a million more cars each year, health care costs would not be that
big of a factor. The same could probably be said of the airline
companies if each was flying a million more fare-paying passengers
each month. Yet achieving those kinds of numbers takes more than
waving a magic wand. Growth is hard, hard work.
The
challenge to the "leaders" of these struggling companies
in the news, and for the rest of you who might also be struggling
to survive, is to examine what you are doing differently - everyday
- to attempt to grow your business. What are you doing to:
- stimulate
learning for everyone?
- expand
new ways of thinking by everyone?
- encourage
people and make it safer for them to experiment and take risks?
- get
all associates more engaged and passionate about the business,
so that they can help find solutions to the problems of the day?
Leaders
work on creating environments where people can accomplish great
things. So take a look at your circumstances. What kind of an environment
have you created? Do you have people who are putting their brains
and hearts to work on breakthrough ideas for your organization?
Do they ever come to you with well thought out, new opportunities
for growth? Is there even a forum for them to advance those kinds
of ideas? Deep down, do you really believe that people lower in
the organization even have the capabilities to conjure up growth
opportunities?
There
are managers out there in some of these troubled companies that,
had they been at Apple at few years back would have likely thundered,
"our business is computers not portable music devices. We need
to continue to stay focused on the business we are in and continue
to cut costs so we can make more on each unit we sell." Thank
goodness for Apple-there was an environment where an iPod could
be born! The financial returns on that family of products and what
it has done for Apple's overall financial health speaks for itself.
Could
an iPod-like product or service ever see the light of day in your
organization?
Breakthroughs
like this always require a degree of risk. The best market research
will seldom, if ever, assure success. But that is the nature of
the beast in innovation and growth, and leaders accept it. Will
hybrid automobiles ever become a rousing success? With improved
battery technology and dramatically rising fuel costs, one would
think it would be on the table for consideration. Yet in this arena,
the American auto manufactures are already far behind the curve
relative to their Asian counterparts. My guess is it will take more
than upscale but safe innovative features like On-Star or satellite
radio to generate new growth markets.
And
is there nothing the major airlines can do to attempt to grow besides
continuing to confuse passengers with convoluted pricing schemes?
Is it any wonder so many are on the verge of bankruptcy! Like automobiles,
the airline business is a harsh, unforgiving industry and without
a doubt, managing the price/cost relationship is critical for airline
companies. But for the big three or four airlines, like the Big
Three automakers, focusing solely on price and costs will not be
nearly enough. It has not been up to this point, and with the future
being only more difficult, innovation will be needed for growth.
My
bet is there are a lot of ideas flourishing in peoples' heads that
could produce a remarkable return for their companies. Maybe not
big enough by themselves to solve the pension crisis or health care
dilemma, but enough to move the company forward toward making a
measurable dent in those kinds of problems. Those successes would
also give people more hope and a continuing reason to believe in
the future. The question is: are those with grand opportunities
percolating in their brains too frustrated or disillusioned with
their management to do anything with them? What is the answer to
that question in your organization?
There
is the old adage that management doesn't determine the size or prosperity
of a company, customers do. And although you might manage customer
accounts, you cannot manage customers. You have to inspire them
to want to do business with you and prove your worth back to them
every single day. Prosperity comes from finding the ways to substantially
grow both the number of customers you serve and the overall profitability
or value of each. And profitable growth in an ever-changing, ultra-competitive
marketplace is one of the ultimate tests of leadership. And growth
is everyone's responsibility in an organization, not just a handful
at the top.
I
want companies like GM and the airlines to win. And so do their
respective employees, suppliers, shareowners and customers. Let
us all hope that more and more people in all levels of "management"
positions in these companies, and in all companies for that matter,
will come to understand and accept more and more readily their responsibility
as leaders to grow their businesses. Then perhaps they will provide
more and more of the kind of leadership that is so desperately needed
of them. And with the committed support of their people, they might
just discover a wide variety of different ways to substantially
grow profitable new business revenues, and start knocking some real
holes in those enormous, costly obligations that are suffocating
their organizations today.
Reflection
Questions:
- How much actual time do you devote
to discussing and exploring real, sizable growth possibilities
compared with the time spent on reviewing and discussing current
results?
- What are you doing to encourage
thinking about and experimenting with potential breakthrough growth
ideas in your organization?
- What processes do you have in place
that enable people to get great ideas surfaced to the right people
for a fair hearing?
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