If you can answer this question, you will be able to capture increases in market share - a bigger piece of the pie.  And make no mistake, the pie in 2011 isn't getting any bigger.  Economists predict a flat year, so if you want growth, it has to be a bigger piece of the pie.

To beat out competitors and win more business, you must be unique, special, different or better than the competition.  Your products have to be faster, simpler, cheaper, and/or capable of doing more for less money.

Einstein said that Insanity is doing the same thing over and over again, and expecting different results.  So, the big question really is, how are you suddenly going to be able to be better?  Most companies find that to get better, they need new ideas, improved processes, greater proactivity, and stronger leadership.  Can you see where this is leading?  Better people!

Why would you expect your current team, doing the same things they have been doing, to get different results? 

"A" players are stronger people who have better ideas, better execution capability, better connections (to more customers and resources), and a better methodology.  They take more initiative, work harder, and work smarter.  They help you grow.

Why are we so confident of this?  In a down economy we are having a record year in executive search.  100% of our clients are keenly focused on market share, and know that they must have better people to be able to grab business away from their competitors.  People who are happy, productive, and have their heads down focused on their jobs are readily open to considering a change.  But, they are attracted only to the companies who are doing things differently, who want increased market share.  They are attracted by the challenge of making a difference - making exciting new things happen.

Many employers hesitate to make staffing changes, thinking "the devil I know is better than the devil I don't know - there might not be a better person out there than what I have now."  There are better people!  Your environment and your goals may be just what someone is seeking for their next challenge, and your company may be more conducive to the fulfillment of their ability to create change.

To win in 2011 will take a bold approach, not being satisfied with the status quo, and a willingness to grab that bigger piece of pie.  You can start increasing your market share right now, by getting better people.

Jim Brandt, CEO, has had a successful track record of leadership in the defense sector.  He served in the US Navy, then joined Lockheed Martin, holding leadership roles in Engineering, Business Development, Program Management and Business Unit Management.  He joined Terma North America in 2006 as CEO.  Jim holds a BS in Business, an MBA, and has extensive post-Masters training from Lockheed Martin.  We are grateful to Jim for sharing his thoughts on business leadership with us.

Q: How has the recession impacted your business, and what have you done to stay ahead? 

Our European parent company has seen program delays, slow payments, etc. in the recession. Fortunately, our [US] programs have been well supported and funded and we have actually grown fairly significantly over the past two years, and are expecting a record year in our 2010/11 FY.

Q: To get and keep good people, what is the most important organizational strategy you use? 

We attract and retain our people by providing interesting and challenging work, but also by trying to understand and provide what is important to people these days.  Examples are a flexible work schedule, good benefits, a relaxed dress code and a voice in what is going on at their site or facility. We have been adding systems engineering and software engineering staff lately, and there is no question the demographics of the available workforce has been changing. 

Q: What do you do to keep your team motivated in tough times?

Two key areas make a significant impact in retention and motivation:  The first is to ensure everyone understands that their contribution is valued, and how it fits into the bigger picture of where the company is heading and what we are trying to accomplish.  This helps them stay excited and feel they are truly part of something special.  The second is to ensure the management team respects their efforts and accomplishments.  Many managers underestimate how important it is for individuals to hear the words "good job".  It seems like such a small thing, but it has an enormous impact on morale and job satisfaction when you feel appreciated and respected.

Q: What is your expectation for the economy in the year ahead?

Defense will be similar to this past year in funding available, and the emphasis on program performance.  Big changes are coming, however.  The overall level of debt in the country is unsustainable, and defense will have to contribute its share to the reductions.  Defense companies are examining their product portfolios and preparing for some new realities in the coming years.  The emphasis will likely be in asymmetrical warfare, ISR, command and control, cyber security and DHS at the expense of the large, expensive platform programs.  You can already see the major primes restructuring their cost basis, and making acquisitions and divestitures to position themselves for the future.

Q: Productivity has been very high in the US.  Do you think there will be a jobless recovery, or will employment pick up soon to keep pace with economic growth? 

Productivity is very high, and many people fell put-upon, and when opportunities start to surface, people will be looking for change.  I think the jobs are going to be slow to come back, despite a lot of a lot of positive indicators on the economic front.  Uncertainty is the enemy, and until companies feel more comfortable with the political and economic situation in Washington regarding taxes, the cost of healthcare, etc., hiring will continue to lag.   

Q: What is the secret of your success?  What personal strategies have worked best for you?

Understanding that business is a team sport has been the key for me.  No matter how big and bad and smart you are, you can't do it alone.  You need your experience, your training and your skills to reach a certain level of success, and then it's about your ability to get results through building a team with all the stakeholders, including your management team, employees, suppliers, customers and community.   

Q: What kind of mistakes have you made in business?  How have they affected your thinking or actions today? 

I found myself on such a fast track sometimes, that I wasn't always properly trained or experienced for the responsibility I was given.  I was fortunate enough to survive my mistakes, but those experiences affect me to this day.  I now counsel some of the hard-chargers to not rush things in their careers.  Getting that next promotion that you want so badly is not a good thing if you aren't ready for it.  I tell them that if you are doing all the right things, the promotions will come.  Don't set yourself back by getting in over your head and failing.  In some companies certain failures are considered learning experiences and make you stronger, but in other cultures you cannot recover.   

Q: What are your business plans - short term (prospects for the next year or two)? 

With an eye towards the industry changes that are surely coming we now have active BD campaigns to break through into some new and adjacent markets to where we feel the DoD emphasis and funding will be shifting.  We see opportunities in Situational Awareness, C2, Homeland and Perimeter Security, and depending on the upcoming political alignment, Missile Defense.