Harassment: What CEOs can do about it

The long-time Weinstein abuse and harassment was both widespread and known in the entertainment industry and beyond. It was an “open secret” that at least one major media outlet knew about, but didn’t report on, and it existed in an industry that is outspoken in its support of individual rights.

What kept the lid on was power. The power to end careers, end deals, and end financial contributions.

Power can keep the lid on within organizations too. A person with the power to fire, demote, destroy a career or a reputation can effectively keep the lid on abuse that is both well-known within the organization, but contained. I once worked with a very large organization where both the chief executive and the board had no idea that a senior executive’s abusive behavior was widespread, but no one wanted to tell the CEO for fear for their jobs, and a concern that the situation wouldn’t be adequately addressed.

These situations can quickly destroy an organization’s culture and create a major problem for senior management.

The solution: Chief executives and boards need to have two elements in place: A mechanism to alert them to these kinds of situations, and an impeccable process to address these situations when they surface. There are several effective ways to do both.

What are you doing about this?

Copyright 2017 Bob Legge
___________________________
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: bob.legge@leggecompany.com.

3 Key Elements of Teamwork

One of the most important factors in achieving high performance is teamwork. That’s true for two reasons: First, because organizations exist because their overall mission and goals require more than one person and those people must coordinate their efforts and collaborate. Second, because well-functioning teams always out-perform collections of individuals.

I am often retained by senior leaders to improve overall company performance. It is nearly always the case that weak teamwork is one cause of underperformance.
Effective teams require good leadership, capable team members and a plan to orchestrate their individual and team performance.

How would you rate your teamwork? What could use strengthening?

Copyright 2017 Bob Legge
___________________________
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: bob.legge@leggecompany.com.

 

What leaders can learn from Wells Fargo, Uber, and Weinstein

Corporate culture is in the news due to the likes of Wells Fargo, Uber, and the Harvey Weinstein Company. CEOs, through their own behavior, set the values and the standards of an organization. It generally matters very little what the CEO says in speeches or what values are posted in the lobby. What really matters is how the CEO acts, and how senior managers act.

Here’s a rule of thumb: If you want to understand the values of an organization, look at what it takes to get promoted.

Corporate culture is real. It has a powerful affect on people. You need to be concerned about how your corporate culture informs your employees’ behavior. A strong culture can be a source of competitive advantage. A weak culture usually causes problems.

What are you doing to build and reinforce a strong, positive culture in your business?

Copyright 2017 Bob Legge
___________________________
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: bob.legge@leggecompany.com.

Is Your Strategy Sustainable?

Business strategy is all about having a distinctive position in your market, and making that distinctiveness sustainable.

A distinctiveness that can be easily replicated is not a good strategy. Companies build sustainable strategies by bundling organizational competencies around their distinctiveness. K-Mart tried hard to copy what WalMart does and several airlines have tried and failed to replicate Southwest Airlines’ success. It’s not that the strategies are difficult, but implementing and executing those strategies requires alignment of organizational capabilities, people skills, culture, workflows and the way they manage people and use technology.

In short, a sustainable strategy is reflected in the entire way the company does business, not just product or service offerings. A key competitive advantage is how well a company performs as a whole – and that can be exceedingly difficult to copy, and very profitable.

How are you making your strategy and its execution sustainable and difficult to replicate?

Copyright 2017 Bob Legge
___________________________
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: bob.legge@leggecompany.com.

What’s Your Niche?

To grow your business and improve profits stop thinking of your company as one of many competitors in a broad market, and define a narrower market niche to focus on. Pick a niche that you can dominate as one of the top competitors. Panera has done this using technology to provide choice and rapid response with good food. Sydor Optics has done this by concentrating on flat optics. Burton Snowboards have achieved a dominant position in their niche.

Choose a niche – one you can dominate. What is your niche?

Copyright 2017 Bob Legge
___________________________
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: bob.legge@leggecompany.com.

Operating at the CEO Level

The CEO has the responsibility to think strategically about the company and its business. This is a two-fold challenge: The first part is to extricate yourself from day-to-day tactics, problems and tasks. This is often a difficult challenge for CEOs. The second part is to learn how to think strategically about your company. This includes its position in the market, what makes it distinctive, what the business must focus on, and equally as important, what it must not be doing.

This is what’s meant by ‘working on the business, instead of in the business.’

Many CEOs I’ve worked with find this a real challenge because they are used to solving problems, fire-fighting, and being the person with all the answers. But to be a CEO, you must stop doing those things and operate at the level of a CEO.

Are you fully operating at the level your position calls for? If not, what would it take for you to get there?

Copyright 2017 Bob Legge
___________________________
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: bob.legge@leggecompany.com.

Why You Need to “Think Different”

Exactly 20 years ago, Apple came up with a “Think Different” marketing theme. In part it was a rejoinder to IBM’s “Think,” but it resonated widely with businesses. It’s still a poignant message for CEOs. To take your business to the next level, you need to think differently about it. Change the way you look at your business, develop a new mindset. You cannot get to the next level by thinking the same way and doing the same things.

Examples:
• From making products to fabricating assemblies
• From local distribution to regional, national, and international
• From producing products to offering high-value services
• From a product to a product line, to multiple product lines to ‘category killers’
• And from storefront to online retailing

Think not just bigger, but broader. To do this, you must let go of ‘today’ and let your mind explore into future possibilities. This is what strategy is all about. It is also the work of the CEO, and it must be the work of the CEO because only you have the responsibility to make these decisions, no matter how many others are involved.

In what ways are you thinking differently about your business?

Copyright 2017 Bob Legge
___________________________
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: bob.legge@leggecompany.com.