TIME magazine reports that Abercrombie & Fitch CEO Mike Jeffries is getting paid $4 million to NOT use the company plane for personal reasons.
http://www.time.com/time/business/article/0,8599,1982247,00.html?xid=rss-nation-yahoo
TIME magazine:
"Through the Great Recession, few brands struggled as much as Abercrombie & Fitch, the company that sells preppy, casual clothes to teens and young adults. While other retailers were slashing prices to attract consumers, the company was still pushing $90 pants, and stuck to its "aspirational" marketing campaigns featuring half-naked models. The tone-deaf strategy backfired: in 2009, the company netted just $254,000, essentially running at breakeven, compared to a $273 million profit in 2008 (and a $476 million take during the heady days of 2007). Same-store sales were off 23% last year; between the beginning of 2008 and the end of 2009, Abercrombie's stock price fell 56%. While the stock is up 41% in 2010, and same-store sales have ticked up during the current retail rebound, Abercrombie & Fitch is still buried in a deep hole.
So it would make good business sense — or at least just require common sense — for Abercrombie & Fitch chairman and CEO Mike Jeffries, who in 2008 received $71.8 million in total compensation, according to research firm the Corporate Library, to plow some money back into his company. After all, CEOs around the country have taken drastic pay and perk cuts to better fit the tenor of these tough times. For the good of Abercrombie shareholders, and the company's battered image, Jeffries, named one of the five Highest Paid Worst Performers of 2008 by the Corporate Library (his 2009 compensation has yet to be disclosed), is one guy who could use some scaling back."
Read more: http://www.time.com/time/business/article/0,8599,1982247,00.html?xid=rss-nation-yahoo#ixzz0lMaa0MgE
... just one more way CEO greed hurts the bottom line. Just as I pointed out in LEADING PEOPLE THE BLACK BELT WAY.
Saturday, April 17, 2010
Wednesday, April 15, 2009
More Empirical Support for Leading People the Black Belt Way
Here's more empirical support for Leading People the Black Belt Way. This time, it's from Reuters Health, which reports,
"Poor team spirit at the workplace may do more than drag down morale, it can make people depressed, according to the findings of a new study published in the journal Occupational and Environmental Medicine."
The study also showed an increased risk for anxiety, as well.
So here's how it works.
Emotionally UN-intelligent leaders create emotional disengagement throughout an organization.
Emotional disengagement undermines team spirit.
Poor team spirit makes people depressed and anxious, thus driving up healthcare costs and decreasing productivity.
In these tough economic times, can your organization afford increased costs and decreased productivity?
I thought not.
"Poor team spirit at the workplace may do more than drag down morale, it can make people depressed, according to the findings of a new study published in the journal Occupational and Environmental Medicine."
The study also showed an increased risk for anxiety, as well.
So here's how it works.
Emotionally UN-intelligent leaders create emotional disengagement throughout an organization.
Emotional disengagement undermines team spirit.
Poor team spirit makes people depressed and anxious, thus driving up healthcare costs and decreasing productivity.
In these tough economic times, can your organization afford increased costs and decreased productivity?
I thought not.
Wednesday, March 18, 2009
Wednesday, January 28, 2009
New Managers Dealing with Former Peers
In these tough economic times, some leaders are finding themselves being promoted above their peers ... and wondering how to deal with the fall out.
The best way to deal with former peers?
Be emotionally intelligent.
By using emotionally intelligent leadership skills, new managers can successfully transition from employee to manager.
*****
How do you handle friendships if you're now the boss?
Talk it through with your former peer. If you're interested in maintaining the friendship, be clear about when you're being "the boss" and when you're being "the friend."
Be willing to listen to what the experience of having a friend who is now a boss is for your former peer.
********
How do you respond to requests for special treatment?
Be honest. Say what you are able to do ... and say what you can't do.
If your former peer keeps pushing, adopt the "broken record/CD" strategy. Listen to what the person is saying, but continue to repeat your position in a non-defensive way ... "I'd like to help you out Bob, but I'm not able to do that for you."
*******
How do you manage the former peer without creating resentment,
especially if there is a performance problem?
Be pro-active. Don't wait until a problem develops. One of the first items on your agenda as a new manager should be to meet individually (if possible) with each of your former peers. In that meeting, have specific conversations about your interest in not having resentment in the department over your promotion. Then listen.
*******
Are you a new manager who wants to know more about how to handle former peers at work?
Email or call me for a consultation.
The best way to deal with former peers?
Be emotionally intelligent.
By using emotionally intelligent leadership skills, new managers can successfully transition from employee to manager.
*****
How do you handle friendships if you're now the boss?
Talk it through with your former peer. If you're interested in maintaining the friendship, be clear about when you're being "the boss" and when you're being "the friend."
Be willing to listen to what the experience of having a friend who is now a boss is for your former peer.
********
How do you respond to requests for special treatment?
Be honest. Say what you are able to do ... and say what you can't do.
If your former peer keeps pushing, adopt the "broken record/CD" strategy. Listen to what the person is saying, but continue to repeat your position in a non-defensive way ... "I'd like to help you out Bob, but I'm not able to do that for you."
*******
How do you manage the former peer without creating resentment,
especially if there is a performance problem?
Be pro-active. Don't wait until a problem develops. One of the first items on your agenda as a new manager should be to meet individually (if possible) with each of your former peers. In that meeting, have specific conversations about your interest in not having resentment in the department over your promotion. Then listen.
*******
Are you a new manager who wants to know more about how to handle former peers at work?
Email or call me for a consultation.
Tuesday, January 27, 2009
President Obama & the Black Belt Way
It's still early in the process, but from all accounts, President Obama seems to have a leadership style very similar to the Black Belt Way.
In his first formal television interview, given to an Arabic-language TV network (Obama's choice of network speaks volumes right there), Obama said that he instructed former Senator George J. Mitchell, the U.S. envoy to the Middle East:
"What I told him is start by listening, because all too often the United States starts by dictating," Obama told the interviewer.
Change the words "the United States" to "American business leaders", and you have the common stance of leadership in America.
Leaders ... want to succeed during these difficult financial times? Take a lesson from President Obama.
Listen.
In his first formal television interview, given to an Arabic-language TV network (Obama's choice of network speaks volumes right there), Obama said that he instructed former Senator George J. Mitchell, the U.S. envoy to the Middle East:
"What I told him is start by listening, because all too often the United States starts by dictating," Obama told the interviewer.
Change the words "the United States" to "American business leaders", and you have the common stance of leadership in America.
Leaders ... want to succeed during these difficult financial times? Take a lesson from President Obama.
Listen.
Tuesday, January 06, 2009
Men, Power, and 2009
It’s 2009 … and men have it tough.
Throughout Lake County and Cuyahoga County, around Northeast Ohio and across the country, many men are faced with increased stress, strain and struggles.
What can be done about it?
I’m honored to announce that I will be conducting a men’s workshop entitled, “The Power of Men,” with Dr. Phil Belzunce, Ph.D., N.D. at the world-famous Gestalt Institute of Cleveland.
Here’s the description of the workshop:
The Power of Men: Masculinity, Contact and Gestalt
Join a group of men in exploring how Gestalt principles inform our work. You'll investigate the power of embodied presence; effective integral strategies to use when working with men; the value of being relational in a culture that defines men in isolation; and issues of shame & belonging. We will improve our skills in working with other men, as we become more powerful men in deep contact with the world around us. Incorporating Gestalt methodology with inner work, outer connection, body process, engaged dialogue and lecture, this workshop is perfect for therapists, coaches, managers, supervisors, organizational leaders, and any man interested in exploring the power of men.
Learning Objectives:
• Identify three (3) strategies for working more successfully with men in American culture;
• Describe how relational, Gestalt-based, methodological interventions can decrease conflict while enhancing men's performance and health;
• Articulate the importance of understanding patterns of shame and belonging when leading men in therapy, coaching and/or in the workplace.
The cost for this weekend workshop is $125, and CEU’s are available.
I invite you to join Phil and I as we explore “The Power of Men” with men from around Northeast Ohio and the country.
Here’s a workshop flyer you can download.
Here’s a link to the Gestalt Institute of Cleveland.
Throughout Lake County and Cuyahoga County, around Northeast Ohio and across the country, many men are faced with increased stress, strain and struggles.
What can be done about it?
I’m honored to announce that I will be conducting a men’s workshop entitled, “The Power of Men,” with Dr. Phil Belzunce, Ph.D., N.D. at the world-famous Gestalt Institute of Cleveland.
Here’s the description of the workshop:
The Power of Men: Masculinity, Contact and Gestalt
Join a group of men in exploring how Gestalt principles inform our work. You'll investigate the power of embodied presence; effective integral strategies to use when working with men; the value of being relational in a culture that defines men in isolation; and issues of shame & belonging. We will improve our skills in working with other men, as we become more powerful men in deep contact with the world around us. Incorporating Gestalt methodology with inner work, outer connection, body process, engaged dialogue and lecture, this workshop is perfect for therapists, coaches, managers, supervisors, organizational leaders, and any man interested in exploring the power of men.
Learning Objectives:
• Identify three (3) strategies for working more successfully with men in American culture;
• Describe how relational, Gestalt-based, methodological interventions can decrease conflict while enhancing men's performance and health;
• Articulate the importance of understanding patterns of shame and belonging when leading men in therapy, coaching and/or in the workplace.
The cost for this weekend workshop is $125, and CEU’s are available.
I invite you to join Phil and I as we explore “The Power of Men” with men from around Northeast Ohio and the country.
Here’s a workshop flyer you can download.
Here’s a link to the Gestalt Institute of Cleveland.
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