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Post #730 – March 25, 2015
My Newest Book Is Available For Pre-Order
firm eventually finds itself in need of a new leader. The executive committee or
board must seek to replace the current incumbent as that individual comes to
the end of their term of office, announces a return to their practice, or
perhaps is contemplating retirement. Every year we also see
firm leaders step down because of a loss of partner confidence, an unexpected
disability, a tempting career offer from a prestigious corporate client, or
even, on occasion, being laterally recruited by a competing firm. While each firm’s situation is unique, the
necessity for determining a succession process that will work is critical.
The Changing of the Guard: Selecting Your Next Firm Leader is a strategic guide to
effectively managing the leadership succession process. Supported by practical action points, real world
examples, and expert insights, this text is
broken down into 5 distinct parts:
Part One: Making ready
Choosing a nominating committee
Developing your timeline
Identifying the challenges your next leader will face
Part Two: Identifying criteria
Develop/refine the job description
Identify your selection criteria
Identifying specific performance requirements
Develop a formal written application form and process
Part Three: Calling for nominations
Invite your partners to nominate candidates
Host candidate town hall meet and greets
Invite confidential input
Design and structure a formal interview process for candidates
Analyzing a candidate’s strengths
Part Four: Making the decision
Reporting on results of interviews and confidential commentary
After selecting your new firm leader
Part Five: Managing the role of the outgoing leader
Creating a transition/integration plan
The Changing of the Guard also features a series of exclusive interviews
with law firm leaders on their succession planning experiences, these include:
• Stephen J. Immelt, chief executive officer at Hogan Lovells
• Vincent A. Cino, chairman at Jackson Lewis
• Carter G. Phillips, executive committee chair at Sidley Austin
• Timothy E. Powers, managing partner at Haynes and Boone
• Kim Koopersmith, chairman and managing partner at Akin Gump Strauss Hauer &
of your current approach to, or role in the succession planning process, The Changing of the Guard is
critical reading. The
Changing of the Guard: Selecting Your Next Firm Leader will
be available in mid-April. Pre-order your copy
before 5pm April 8th and save $100 making your copy $295 (normally $395)
How To Order: To pre-order your
copy at the discounted rate of $295 simply email Daniel Smallwood at Ark Publishing: firstname.lastname@example.org
quoting the ordering code DS-E1 (Orders must be received by 5pm April 8th)
Post #729 –
Wednesday, March 18, 2015
Hedge Funds Are Betting Big on Lawsuits
According to an article today on Bloomberg Business the lawsuit
finance market is continuing to grow in spite of the US Chamber of Commerce
warnings of wasteful litigation and corruption.
Hedge funds and others speculating on litigation are making more
and larger bets. Some corporate
lobbyists warn that the new financial engineering encourages wasteful courtroom
warfare, but investor demand for fat returns—and big law firms' appetite for
business—guarantee the spread of litigation finance.
the largest player in the litigation-finance business, reported that their revenue
rose 35 percent, to $82 million. Burford
has built a $500 million arsenal, and thus far made 32 investments that have
generated $209 million in gross recoveries. Burford mainly finances litigation
initiated by major corporations and handled by big corporate law firms. Among
the well-known law firms that have been involved in Burford-financed cases are
Simpson Thacher & Bartlett, King & Spalding, and Latham &
Watkins. Burford’s CEO is a former
Executive VP and GC of Time Warner.
Meanwhile, Australian-based Bentham IMF
reported funding 10 deals in 2014, including "contract disputes, a
patent-infringement trial, partnership disputes, and five law firm case
portfolios." Bentham says that for
the year it had gross returns of $31 million in the U.S.
The U.S. Chamber of Commerce’s Lisa Rickard (president of the
chamber's Institute for Legal Reform) condemns all of these developments,
alleging that they lead to "more lawsuits, more litigation uncertainty,
higher settlement payoffs to satisfy cash-hungry funders, and in some
instances, even corruption." Others
unabashedly advertise their commitment to financing suits by the "little
guys" against large corporate interests.
This looks to be an area that is going to continue to experience increasing
hedge fund investment attention.
Post #728 – Sunday, March 8, 2015
The Case For Psychometric
Testing of Leadership Candidates
I’ve been a touch absent from this blog over the past two
months as I’ve been scrambling, between client obligations, to complete the
manuscript for my newest book, tentatively titled: The Changing of The Guard: Selecting Your Next Firm Leader and
expected to be published sometime in April.
The chapters include specific guidance on everything from choosing a
Nominating Committee and identifying your selection criteria; to designing and
structuring a formal interview process and analyzing a candidate’s strengths. And I suspect that it will be this last item
analyzing strengths that will be the most controversial as I reserve no hesitancy
in strongly recommending the use of psychometric testing. Here’s a short excerpt from my manuscript:
So should your one consensus leadership candidate or all of
them undergo psychometric testing?
The vetting process in some firms has become more intense
and my investigations have determined that more firms are beginning to believe
that it is useful. For
example, in the recent selection of one new Firm Chair for an AmLaw 100 firm,
five finalists were shortlisted from an original 11. They were then all then subjected to six hours
of psychometric testing, including a battery of online questions and an
interview with a consultant.
Meanwhile, Mark Rigotti, Chief Executive Officer at Herbert
Smith Freehills reported to me:
We have used testing as
part of the selection of the most senior leaders, via an external
provider. This included two psychometric
tests and in depth interviews intended to identify capabilities, preferences
and potential for the role ahead. As
some one who went through these I found them very helpful in thinking about
first how I would go about my role and secondly about the people needed on the
Executive team to have a diverse balanced set of skills. We also use some tests to assist with
leadership development, rather than selection of leaders. The experience with theses has been
reasonably good with a number of people finding them helpful in working out
what to leverage and what to work to improve their individual
effectiveness. Of course all these tests
and tools don't make decisions or guarantee perfect leaders - they can enable
And from Fredrick Lautz the Managing Partner at 450-lawyer
Quarles & Brady, I was told:
During my term as managing partner, we
have had two instances of which I am aware where we used psychometric
testing. Several years back we put a cohort of younger partners who we
thought had leadership potential (roughly 30 attorneys) through a multi-day
leadership training program with coaching follow-up. And then two years
ago, in the course of considering more regular leadership training for our
current and pipeline leaders, we engaged a psychologist to conduct psychometric
testing on a pilot group of current firm leaders, including attorney leaders
and staff leaders. In evaluating the attributes and qualities of our
pipeline leaders and looking at the current stages of their careers (most of
them have fairly long careers ahead of them and are not in a position to give
up their current practices to run the firm), we decided we needed to reshape
our leadership structure to design roles with responsibilities, expectations
and levels of commitment which better fit those who we would expect to succeed
to the leadership roles.
Finally, from William Henderson, Professor of Law at Indiana
University I received an incredulous query –
is a law firm wating until election to leadership to use psychometric
I have a lot of experience
using these types of tools, both as an educator and doing projects for law firms. Their primary value is in lawyer / leadership
development. Firms ought to be
developing their leadership (and their lawyers generally) through psychometric
tools that map onto an overall talent model.
That said, when it comes time to make a selection decision, there is
nothing better than past performance data based on clearly delineated
standards. Apply those standards to past performance data and the promotion
decision becomes both obvious and accurate. Cravath understood this in the
1920s. McKinsey then copied the model in
the 1930s from first-tier law firms. The
short-term focus on revenue generation has obscured this logic. Yet the logic pays enormous long-term dividends.
I firmly believe that if the role of your Nominating
Committee and Board is to assist these candidates in building their
self-awareness to be the best firm leader they can be, it is a very valuable
exercise. Your next firm leader’s self-awareness builds from honest self-appraisal
about emotional strengths and vulnerabilities; values and attitudes,
personality traits and unresolved conflicts.
You best candidate is a total person, not just a set of skills
performing a role.
Post #727 – Monday, February 2, 2015
Little Questions To Stimulate Innovation In Your Firm
In a recent Webinar I participated in, I was asked, “From your
experience, what one key thing is central to stimulating innovation in
professional service firms?”
If I had to choose only one thing, and at first blush it may seem
simplistic, it would have to be shaping your firm’s culture to embrace
innovation. And obviously, it has to
start at the top – with the firm’s leadership.
The way I think about culture is that it’s all wrapped up in our
habits (meaning, what behaviors are we prepared to tolerate) and our language
(specifically, how do we use language to shape our collective thinking).
example, in an earlier life, I was a Vice-President and Director of a
Canadian-based, public company in the telecommunications industry. I had the good fortune of working with a
rather progressive, very successful CEO who held some very strong beliefs. One of those beliefs, that he preached to all
of his senior team, repeatedly, was that upon first being presented with any
idea or proposed course of action – he would say, “You
have ‘no intellectual integrity’ voicing a personal opinion that suggests that
you know whether it will work or not – because the reality is that you do NOT
know for certain – and even if that same idea has been tried before – say, only
last year – in this firm or some other firm and failed. That still is not determinative of whether
the idea will fail here and now”
He taught us that you only display
intellectual integrity by asking and answering three sequential questions:
Will this work? BUT: How do we make this work?
(which you will
notice provokes a whole different mindset).
He believed you start with a focus on “possibility” not “profitability”
#2 What’s the worst that could happen?
(let’s be realistic, where might the crap hit
the fan); and finally,
#3 Where is my backdoor if the worst that
could happen, happens?
winning the debate,
arguing well, finding the slightest little flaw in the ideas of others is often
the behavior that seems to be held in great esteem within our firms. And allowing that behavior rarely builds
trust or inspires innovation. So to shape
a culture that embraces innovation, I believe starts with the firm leader making
it socially unacceptable to EVER offer an immediate opinion on whether any new
idea will work.
In fact, in a number of the practice
groups that I have worked with, they have, with my encouragement, adopted a
group protocol (a rule for self-governing their collective behavior) that
states: “in our group, we will LOVE every new idea . . . for five minutes!”
Remember to Join Andrew Smulian (Chairman and CEO of Akerman LLP), Ken Grady (CEO of
SeyfarthLean Consulting), John Paris (Chair of Williams Mullen Innovation
Committee) and me for a one-hour Webinar on Stimulating Innovation in Law Firms
– this Thursday February 5th hosted by Ark.
Post #726 –
Saturday, January 17, 2015
Join Our Compensation Think-Tank
On February 11th, I will be joining old friends Mike
Roster, co-chair of the ACC Value Challenge; Professor Bill Henderson from
Indiana University; writing collaborator
Ed Reeser and numerous others in San Francisco at our “Compensation Think-tank” – a forum for
discussion and debate concerning ways to adapt to the emerging procurement
environment and design reward systems that will attract and retain key lawyers
while also incentivizing them to do more with less and in ways that will accrue
to the benefit of the larger partnership.
Does the average rank and file partner understand that
the years of ever-escalating compensation have come to an end? How can
firm management address the pressure to deliver on unrealistic
expectations? Of course many see the problem differently - or don't see
the problem at all. No compensation system is perfect. But any
sound compensation system will remove impediments to good management and be
flexible enough to address the current and future strategic needs of the
How do we make sure that the culture of the firm,
perhaps the single most important component of a thriving organization, is not
only tolerant of change, but in fact complements and is reinforced by it?
For more information on attending a think-tank focused
on aligning compensation systems with current and future business
realities and the goals and objectives of your firm - Compensation [Re]Design For Law Firms.
Post #725 – Monday,
January 5, 2015
Stimulating Innovation In Law Firms
It is ironic that almost every law firm, somewhere on
their web site, will reference themselves as being an innovative,
entrepreneurial firm. And yet, whether you are dealing with a business
entrepreneur or a law firm partner, upon first hearing about a new idea or
strategy, both will respond with the very same question. "Please tell me
who else is doing this?"
The question is the same BUT the motivation for asking
is very different. The partner needs to be reassured that some other law firm
out there, that they may have a modicum of respect for, has done this and most
importantly, experienced some success. For the business entrepreneur, the
motivation in asking this question is completely different … they just want to
know because if someone else has already done this, they likely aren't
interested. It's already been done!
The time has come for law firms to create structures
within the firm aimed precisely at innovation - groups whose job it is to solve
difficult problems through creative business processes, a reinterpretation of
the firm's position in the marketplace, new technologies or alternative
Join Andrew Smulian (Chairman and CEO of Akerman LLP),
Ken Grady (CEO of SeyfarthLean Consulting), John Paris (Chair of Williams
Mullen Innovation Committee) and me for a one-hour Webinar – Thursday February 5th hosted by Ark.
More details are available here: http://usa.ark-group.com/events-details.aspx?eid=166
Post #724 – Monday, December 15, 2014
2014 Year-End Review
often asked about my consulting practice, what kinds of assignments I get
called in on, for what sized firms; what I’m currently researching and writing
about, and just generally how I spend my professional time. As always, at this time of the year, I looked back over my various activities. With
some of these items (like clients served) activity is not a sufficient measure;
results and the client’s satisfaction are really what counts (and to that end,
you can find over 100 client testimonials and endorsements throughout this web
site). But for purposes of looking at where one’s time is invested, here
is what my year looked like:
CLIENTS / FIRMS
International (Europe & Asia)
Nature of Assignments:
developing / implementing strategic plans
governance and leadership issues
client relations and marketing projects
firm leader advisory / coaching
Firm Size Range:
firms of over 500 attorneys
firms of 300 to 500 attorneys
firms of 100 to 300 attorneys
7% corporate legal departments
Participated in presenting at 3 Webinars
Lateral Hiring (March) – sponsored by LA Daily Journal
Group Leadership 2.0 (June) – sponsored by Ark
Firm Innovation (July) – sponsored by Ark
Participated in 6 Conferences, Workshops & MasterClasses
Moderator & Presenter – Compensation ThinkTank Conference (January in New
York and September in Chicago)
– Practice Group Leaders Workshop (February in San Francisco, June in New York,
and August in Chicago)
– First 100
Days Masterclass (August)
Authored or Contributed to 18 Articles in Publications including:
Business Review OnPoint Magazine
Partner Magazine [UK]
Counsel – Legal Practice and Management Report
Two new issues (Spring & Fall) of my INTERNATIONAL REVIEW
24-page glossy magazine were produced and distributed to 1800 firm leaders.
• Began, in mid-March, to
post articles and materials on my LinkedIn site resulting in one of my 17 posts,
specifically on Leadership, generating in excess of 16,200 reads.
• I have had my qualifications
approved to be admitted to the Association of Corporate Executive Coaches
(http://acec-website.org) - The center of excellence and the #1 group in the US
for senior level executive / CEO coaches.
I am included on their website under “Experts” with about 50 other CEO
coaches including Dr. Marshall Goldsmith.
Appointed as Contributing Editor to Of Counsel: The Legal Practice and Management Report
Counsel is a distinguished management report for law firms and corporate law
departments, helping firm managers solve financial, business, and practice
Appointed to the Advisory Board of True
Balance Longevity Institute Inc.
True Balance is the
Canadian leader in providing Regenerative and Anti-Aging Medicine, Bioidentical Hormone Replacement
Therapy and Medical Aesthetics from five clinics throughout Alberta and British
Increased the size of my Linkedin site – Law Firm Leaders – to more than
Firm Leaders is the ONLY social networking site exclusively for the chairs and
managing partners of firms of over 100 lawyers in size - with 62% representing
leaders from firms of 100 to 300 lawyers; 16% from firms of 300 to 500 lawyers
and another 19% coming from firms of over 500 attorneys.
Received numerous “UNSOLICITED” LinkedIn Endorsements for my strategic planning
expertise from firm leaders and senior professionals from major firms including
these 20 firms: Allen & Overy (Europe); Baker & McKenzie (Asia); Debevois
& Plimpton; Faegre Baker Daniels; Fasken Martineau (Canada); Foley &
Lardner; Gordon & Rees; Gowlings (Canada); Jackson Lewis; Linklaters
(Europe); Mayer Brown; Miller Canfield; NautaDutilh (Europe); Nelson Mullins; Norton
Rose Fulbright; Shook Hardy & Bacon; Skadden Arps; Thompson & Knight;
and Wyatt Tarrant
To all of my valued clients, colleagues and friends, I want to say thank you for allowing me to spend time with you; for your confidence, your commitment and your fellowship. I wish you and your families the very best in 2015
Post #723 – Thursday,
December 11, 2014
There Could Be Real Trouble On The Economic Horizon
Once in a while I dabble in
writing about economics, a subject that has always fascinated me. Some readers will remember that back in
August 2008, a time when most pundits were suggesting another possible 18-month
recession, I had the audacity to author a piece entitled, Managing Through A Prolonged
Downturn. In that article, I
Conventional wisdom, publicly espoused by a number of market watchers
and legal consultants is that: “The recession will be intense, but short. Everyone wants to get back to normal. Short term, the backlog of real estate will be
sold as owners accept losses; banks will end the credit crunch; layoffs will
make companies more efficient.”
My view is far little less confident. I
believe that unlike past experiences, this recession isn’t being caused by a
downward spiral in a few isolated industries. It started with the burst
of a protracted housing bubble and then metastasized into a full-blown credit
crunch, eventually destabilizing the entire financial system. Therefore, I
submit that for the next five years, every time you think it's safe to get
up and dust yourself off from this downturn, every time you feel like you've
endured the worst of it, another piece of news is going to come along to
freshly bludgeon you. This time the economic slowdown is going to be a
lot different and, in many ways, a hell of a lot tougher.
Well, we are now beyond my
five-year prediction and many of my friends are elated with their good fortunes
from the stock market and cheerily optimistic from reading the various
newspaper forecasts for 2015. Many
believe that we are slowly returning to the pre-2008 period we so enjoyed. Let the good times roll!
Today we all watched crude oil moving even LOWER
than the $60 level the Saudi Arabian government claimed was something it could
live with. The price of
crude oil has dropped 40% since June. The Saudi’s are betting they can bankrupt the
U.S. Fracking industry. But that’s not
the real story here.
The first hint of the real story was advanced in a
Bloomberg article on December 2nd entitled: “Junk
Bonds Backing Shale Boom Facing $11.6 Billion Loss.” “The oil sell-off,” Bloomberg reported,
“is deepening concern among bond investors that the least-creditworthy oil
explorers will struggle to pay their obligations and prompt bankers to rein in
credit lines as revenue slumps.”
real story is that Energy companies sold $50 billion in junk bonds through
October, 14% of all junk bonds issued. But
junk-rated energy companies trying to raise new money to service old debt or to
fund costly fracking or off-shore drilling operations are suddenly
does this mean?
back to 2007 and have a look at what the total of subprime and Alt-A loans
amounted to. That number was about a
trillion, and the losses in that sector were above 20%. There you had a $1 trillion market with $200
billion losses. Today, in energy sector
junk bonds, you have a $5 trillion market which, if it experienced the same 20%
loss rate means $1 trillion in losses.
This is far bigger than the subprime crisis that took down the economy
drillers are in trouble. All of them had
horrific single-day plunges, some over 30%, on “Black Friday” after OPEC’s
Thanksgiving decision to keep production quotas at 30 million barrels per day. These are the very companies that benefited
during the crazy good times from yield-desperate investors who’d been driven to
obvious insanity by the Fed’s interest rate repression. These investors -- such as, perhaps, your bond
mutual fund or your pension fund -- loaded up on energy junk bonds and
leveraged loans. Ouch!
in this sector are now facing a harsh reality: crashing revenues and earnings.
Some of them are going to have liquidity problems. Unless a miracle happens that will goose the
price of oil pronto, there will be defaults, and they will reverberate far beyond
the American oil patch.
the too-big-to-fail banks are bigger, the risky derivatives bets that tanked the
market are larger, and the Federal Reserve’s money printing is running even
Post #722 – Friday, December
The Future of Legal Management Magazine – RIP?
On the LinkedIn site for the
Association of Legal Administrators, the Managing Editor of the Association’s Legal Management magazine asked the
following question, “What do you think of the Legal Management’s November issue?
We want to hear your thoughts on
the content we are creating for our members! This month learn how firms are revamping their
online presence, explore 401(k) options for employees, and meet the legal industry's
latest enemy: prescription drugs. Are we
covering the right topics? Please let us
know in the Comment section below.”
The first comment to be posted was this:
"I barely look at the magazine anymore. When it was a paper version, I read it pretty
much cover to cover. The digital version
is proving to be very difficult for me to maneuver around. If there were even a way I could pull it up in
book form and "flip" the pages, I might be more inclined to read it. In the current form, I just always feel
In spite of a number of
offers from the Managing Editor to provide assistance (“If you
would like a one-on-one tutorial on how to use the Legal Management website or
the app, or both, I would be happy to provide one.”) that posting was followed by numerous Executive
Director and COO’s comments, from small firms to those of over 500 attorneys,
“I always read the print version but never read the online
version. I used to read it at lunch time, but I can't do that now.”
“I must agree with most of the comments here. I, too, have pretty much given up on reading
it. I can carry a magazine about and
read it any time there is light. Reading
on a computer, pad, or phone is very tiring on my eyes, especially the tiny
phone screen. Additionally, it is far easier to flip between pages than jump
back and forth between screens, even when there is an index or ToC.”
“I have not read any of the issues since you have changed to
this format. I find it difficult to
maneuver. I prefer the printed issues
that I can take with me anywhere. I hope
you reconsider and bring back the printed issues.”
AND even from the owner of a
Law Office Technology Consulting firm, this insightful observation . . .
“I find it interesting that the ‘powers that be’ seem to think
that going on-line is the wave of the future.
I disagree. You can't take your
computer and read the publication over breakfast, lunch or dinner, or over
coffee, or on the bus / train, or while in the "library". No....give me printed material every
time. When you are done reading it at
YOUR convenience, you can always recycle it.
Please, stay with the print version!”
The response from the
Association’s Managing Editor in a classic demonstration of how to give clients
what they want . . .
“At this time, there is not a plan to bring back the printed
version of the magazine. However, if you do have specific suggestions that
would help with your user experience, please feel free to share them, either
here or by emailing me . . . ”
The Editor’s comment was followed by the disgusted response of this
“Sometimes I think the HQ Staff
doesn't realize that all of us are busy doing our job. We really don't have the time to have a
personal tutorial on how to use an app to read a magazine that many of us read
over the years the "old fashioned" way. By reviewing the comments in this blog, it
seems that ALA Legal Management is probably being read less since the
introduction of the electronic version, compared to the printed version.”
Please do not misconstrue the intent of this Blog post. I am not picking on the ALA. I am sincerely fascinated by this discussion and
thinking out loud about how many readers, those magazines that make themselves
available ONLY in an electronic format may be turning away. In the case of the ALA, their LinkedIn site
identifies over 9000 members, but not one member answered the original question
posed in this discussion post by citing some specific article that they enjoyed
reading in the November issue.
Meanwhile, one wonders what those who invest good money
advertising in this magazine might think after reading all of these
comments. For my part, it reminded me of
an earlier life spent as a VP in a technology-based public company where the
CEO would comment that "it is often not a matter of what our technology
can do so much as what our sociology will accept."
Post #721 – Tuesday,
December 2, 2014
15 Leadership Reflections For 2015
experts take heed: If you can infuse these practices into every leader's
drinking water, you'll be more than halfway there.
• Create goals
that are both realistic and UNREALISTIC; commit your goals to writing and
ensure that they are measurable, and then celebrate the achievement of each
is paramount. Remember
parenting? How many times did you have to remind your kid to shut the door,
wipe their feet, take off their shoes or wash their hands before they did it on
their own? Nobody remembers to do something after hearing it once. In this
respect, adults are just overgrown kids -- make it clear and say it often. The
bigger the change, the more this applies.
• Be genuinely
interested in the needs of others and be interested in the growth of others
even more so than the others are at times.
• Know that
all endeavors will not be easy and will not happen the way you would have
planned or wished. Inspire persistence even after the first, second, and third
rejection of an attempt.
• Infuse a
need to grow by teaching . . . rather than simply giving the answers.
• Fuss over
others’ events, achievements, families, and friends.
assuming that your communication or personality style is the one everyone else
has and learn to modify your communication style to the style of others. Adhere
to the principle that “communication is not what was said, but what is
permission to leave things undone and let go of needing to be perfect, and of
needing everyone else to be perfect”
• Show up
and play to the heart. Communication
that is high-touch, low-tech inspires people to action faster than the one-way
speech, the blog, the dry facts. If you want buy-in, find the passionate story,
do the road show, and make it interactive.
• Find the
real meaning, stop hiding in your office, and get with the people.
• Become clear
and comfortable with the fact that leadership does not mean “being the most
popular one on the playground.”
• Believe that
people do what they get paid attention for, and be spontaneous, as well as
scheduled in your recognition efforts; but avoid giving a public person,
private recognition as they will see little or no value in it.
• Maintain an
awareness of just how much your body communicates and remember that your body
continues talking long after your lips stop moving!!!
that money does NOT motivate for the long term and becomes expected.
• Do before
talk, ask before tell. Almost
all leaders over-talk and under-do. If you want people to make a change,
DEMONSTRATE the change yourself first. Ask a lot of questions and listen well
(it's why you have two ears and one mouth, right?). Fix something that is
driving your colleagues crazy. You want more innovation? Show them an
innovative idea you carried out. Want to cut costs? Cut one of your
entitlements first. Anything less will be viewed as insincere and arrogant --
even though you are infinitely well-intended.
leadership traits as part of who you are, not what your particular title
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