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Strat4 - Strategic Leadership for Growing Companies
Monday Morning CEO
Week of August 22, 2011
'If today were the last day of my life, would I want to do what I am about to do today?'
"When I was 17, I read a quote that went something like: 'If you live each day as if it was your last, someday you'll most certainly be right.' It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: 'If today were the last day of my life, would I want to do what I am about to do today?' And whenever the answer has been 'No' for too many days in a row, I know I need to change something." - Steve Jobs, Retiring CEO of Apple Stanford Commencement Adress, 2005, Click Here to Read Previous Issues of Monday Morning CEO from our Archives 
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Greetings! This is an abbreviated edition of Monday Morning CEO - Thankfully, I didn't have all too much clean-up to deal with in the aftermath of Hurricane Irene. Unfortunately, there are many I know who were not so lucky - and several businesses of the CEOs I work with who were severely impacted by flooding, loss of power and some storm-related damage. But fortunately, none of the damage involved injuries or loss of life - so everything can be repaired, restored or replaced - and life goes on. There were two things I found particularly interesting that came out of the storm. First is the incredible showing of courage and compassion that is so often the case when our friends and neighbors are in need. The other is that in times of crisis leaders are born and leadership is tested. 
It was interesting to watch regional government officials react to the approaching storm. It must be clear to any elected official with any political sensibilities by now that their response to natural disasters will amount to as much a determination of their suitability to office as anything else they do. We saw the backlash from how President George Bush responded to Hurricane Katrina and even recently how New York's mayor Bloomberg was vilified for his absence following the huge snow storm that crippled the city last winter.
I could be cynical and chalk-up the visibility of the governors of the impacted states and the mayors of the major cities to a matter of better political handling - but I believe it was truly a matter of improved leadership. In all cases, difficult decisions that would greatly inconvenience huge numbers of people had to be made. It seemed that because these officials were willing to do what was prudent over what would be popular - their constituents actually appreciated their efforts. While the constant reminders of the wisdom and necessity to prepare for the worst while hoping for the best may have been a bit overstated, there was a sense that these pleas were for good reason -and that, as leaders, they were actually doing what leaders should do: provide direction and guidance.
As leaders of our companies, many of us hesitate to do things that will be unpopular. There are many reasons why we shy away from hard decisions, but whenever we do we diminish the confidence of those we lead. When we tolerate behavior that we know is less than desirable we are in fact endorsing that behavior. But when we risk our popularity to take a stand and show what we believe in - in most cases we find we rally the people whom we want to have beside us - and put off those we might be best served to see gone.
Before the news became all about Irene, one of the biggest stories last week was Steve Job's stepping down as Apple's chief executive. There is a great article that a colleague forwarded me that speaks to his many failures - and why they contributed to the enormous success that has become his legacy.
I also received a tip from a friend, former Vistage chair and now an outstanding speaker on "Fully Alive Leadership." You'll want to see what insight on the future of employment in the US the McKinsey Quarterly has to share.
Finally, I have an opportunity for a select group of CEOs to attend a workshop on September 27th with Bob Divine, former CEO of Hartz Mountain - that will change the way you think about making your company more efficient and more profitable. This will be an outstanding program and an ideal opportunity to learn why Vistage might be something you need now. Watch you email for more details.
As always, wishing you a great and successful week ahead. 
Philip R. Liebman Managing Director, Strat4 Group Chair, Vistage International |
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| America's Greatest Failure : Steve Jobs -From the National Review Online
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The media attention to Steve Job's announcement that he was handing over the reigns at Apple was widely expected for some time - and the outpouring of accolades was profuse. A colleague of mine sent me this link - offering a different angle to his success. It is the lesson that every entrepreneur should take from his path to success - and something every CEO should understand about the kinds of risks that we should take.
http://www.nationalreview.com/articles/275528/steve-jobs-america-s-greatest-failure-nick-schulz#
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| The US Employment Challenge: From the McKinsey Quarterly
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 I like to say that "I know Jack." Until recently Jack Altschuler was a successful Vistage Chair in Chicago and retired from this to pursue his speaking full-time. His program on "Fully Alive Leadership" offers a tremendously valuable perspective on finding tremendous success within the balance of life. Besides being a great speaker and caring human being - Jack's message is woven from a deep well of experience both from his own leadership challenges and from the stories from hundreds of remarkable leaders and their stories we, as Chairs, are privileged to experience.
Jack suggested this article and short video - sharing the perspectives of Carl Camden, CEO of Kelly Services, a global staffing firm and Michael Spence, the recipient of the 2001 Nobel Prize in economics and author of "The The Next Convergence: The Future of Economic Growth in a Multispeed World (Farrar, Straus and Giroux, May 2011). It is well worth passing along: ( you will need to register - at no cost - in order to see the video) http://tinyurl.com/3dngl8f You can get to know Jack and learn more about Fully Alive Leadership at:
www.FullyAliveLeadership.com |
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See Testimonials from Vistage CEOs
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About Phil Liebman:
Mr. Liebman has been a Group Chairman with Vistage since 2005. He currently leads two boards of CEOs and one Key Executive Group - and has well over 1,000 hours of C-Level Coaching experience. He is also a national speaker and presents on the topics of Deliberate Leadership: The Journey from Accidental Success and Fiscal Leadership. He is also the managing director of Strat4 - Strategic Leadership Development for Growing Companies. Prior to working with Vistage he was the CEO of a NYC based direct mail and direct advertising agency, has been instrumental in leading and raising capital for several start-up ventures ranging from wireless technology to natrural/specialty foods. He currently serves as Treasurer and Trustee for Museum Village in Monroe.
 About Vistage
Founded in 1957, today Vistage is the world's leading organization of CEOs with more than 15,000 members in 15 countries spanning the globe. CEOs come to their Vistage boards with up to 16 non-competing members for fresh ideas, unbiased advice and proven results. In a 2010 analysis Vistage CEO member companies in the US significantly outperformed the average Dun & Bradstreeet company over the last five years. Vistage helps CEOs take their companies to the next level by helping them become better leaders, make better decisions and achieve consistently better results.
Contact Information
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phone:845.782.0178 · email: CEO@Strat4.com
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