USING OUR TRADE SHOW EDUCATION IN A NON-TRADE SHOW WORLD

With the blows experienced by the trade show, conference, meetings, and events industry from COVID-19, so many of us have lost our shows and our jobs… either temporarily shut down or closed for good.  I guess we have all been affected by this crazy pandemic.  We know somehow the industry will manage to survive, but in the meantime, we are all in a state of flux and uncertain about our future. 

In my case, both of my association clients closed their events for the foreseeable future.  My international conference client has moved completely virtual through at least 2022, canceling future conference dates in Germany (Hamburg, 2021) as well as the U.S. (Portland, 2020).  My trade show client cancelled their 2020 expo and convention, possibly not re-opening until 2022 (though October 2021 is under consideration, albeit on a much smaller scale).

I was fortunate to get a call from an old friend and former sponsor from one of my events (Proteus On-Demand Facilities sponsored the International Disaster Conference & Expo I launched in New Orleans in 2012… now owned by the New Orleans Convention Center and known as RES-CON).  John reached out because he had just purchased the assets and good will from Proteus and was bringing the business back to market as FLEXTC (they provide tents, temporary structures, modular structures, and extended-term facilities that can be quickly deployed anywhere in the world, serving a number of industries).

Proteus sponsored IDCE due to their presence in the disaster response and recovery sector, providing structures and services for base camps, including sleeping tents, beds, showers and toilets, kitchens, flooring, temporary roadways, water service, electricity / power generators, HVAC systems, etc.  Given the activity with hurricanes and other emergencies this year, I would say it’s safe to say there is an increasing demand for what they provide.

However, John noted that they also wanted to expand their footprint in the events sector.  I was a bit stunned since the event market is currently dead.  His comments made me think, and made sense!  

As events begin to slowly return (which they will), there will be an increased need for more space due to social distancing and the requirement to create safe environments.  Events will want more options to utilize outdoor space.  Convention Centers and Event Organizers will want to find ways to convert current unusable space into prime event space.  Facilities will need shelter options for longer ingress lines due to physical distancing as well as to provide shelter for processing and testing attendees (temperature scanning, for example).  Temporary structure systems could be used to present sanitation stations and isolation booths for guests.   Outdoor events can use high-end structure to create suites and VIP terraces for small groups, providing special views of events.  As a trade show and conference manager with additional experience on the facility management side, I can see the applications of temporary structures meeting the needs for the next generation of events in the post COVID-19 world. (Sidebar: To all of my event industry friends and contacts, I would love your feedback and thoughts regarding the need to consider space expansion, outdoor options, and ingress practices as shows and facilities re-open.  Should be a good discussion.)

John asked if I had interest in jumping on board.  Given my background in both event production and emergency management (though IDCE), as well as considering the application of the skills I have developed in the trade show world to his company needs, I decided to join his team. I am now working with FLEXTC managing business development which includes sales, marketing, communications, and public relations.  (As such, you will probably be noticing information from me via social media regarding industry news / events which are associated with temporary structures as well as disaster response recovery, trade shows and conventions, convention center facility expansions, sporting event hospitality suites, stadium embellishment suites, long-term structure expansion, etc.  Now you know why.) 

My point:  As the pandemic continues to stifle the events industry, we still need to work.  As shows and events slowly return, it will be quite some time before the industry returns to the size and scope it presented pre-pandemic.  With minimal opportunities available in the industry for the foreseeable future, ALL of us need to realize that we have transferrable skills and experience that can be applied to other industries. I'm not advocating jumping ship from the trade show and events industry.  It will return!  But it can't hurt to have employment in the meantime. And YOUR SKILLS ARE IN DEMAND!!!   

In my case, I was fortunate due to my experience in the markets FLEXTC is serving.  But it goes a bit deeper than this.  Skills are learned behaviors and abilities.  As show pros, we have unique experiences and have developed a combination of many skills that can be applied to other industries.  Each of us need to do a self-assessment, identify these unique transferrable skills, and determine how to align them with the opportunities that are there.  What are our core competencies that our event experience has developed?  Examples –

-                      Action-Oriented

-                      Approachability

-                      Ability to Multi-Task

-                      Abstract Thinking

-                      Accountability

-                      Attention to Detail

-                      Creativity & Innovation

-                      Customer Service

-                      Conflict Management

-                      Financial Management

-                      Leveraging Diversity

-                      Political Savvy

-                      Strategic Thinking

-                      Strategic Agility

-                      Strong Communication Skills

-                      Strong Interpersonal Communication Skills

-                      Team Building

-                      Vision

We are all fortunate to have the skills we possess and have the trade show world to thank for them.  Think outside of the box to see where your skills can be applied until our industry returns.  Then present your unique skill set as the solution to these opportunities.  Not many other candidates will possess what we possess, nor realize how to bundle and apply these learned and developed skill sets for new environments.  As trade show pros, we get it.  The needs we meet change from show to show… from event to event.  We are the most nimble and possess the most agility.   We prove it time and time again.  We are a unique resource.  As such, we are a unique solution.

Hang in there industry friends.  We will get through this crazy time… and will all be better for it.  And if you have a need for our tents, structures, or services, SHOUT MY WAY!   You can find more information on what we do on our website – https://flextc.com.  (Yes… since I am running marketing & communications, I did build this website). 

Stay safe!

Jimmy

COVID-19 Forces Online Moves

With the appearance of COVID-19, both of my association clients are moving their events online.  Major modifications are in place for both events as we plan to address the need for social distancing, but keep an eye on the future for a return to in-person events.  The goal today is to continue meeting the event needs of the Associations by implementing new procedures that are not temporary, but expandable for that time in the future when we return to in-person events.

The key question we are asking right now...  As we look at virtual platforms to help us with today's meetings and events in the on-line world, how can the platform be utilized and continued at such a time we return to face-to-face events?  The reason we must ask this question is simple.  ALL of the guests attending online events will be introduced to a new environment, and this environment will last for quite a while.  Once we are able to make the move to in-person events, our event guests will be familiar with the world we are implementing today.  The more seamless an event transition appears to participants, the more likely they are to return.

For my association clients, the needs served by new technology and virtual platforms must go beyond providing online conference sessions, webinars, and videos.  We must consider how the program itself can become an added feature of the in-person events in the future.  Can we include value-add services for our exhibitor base?  Can the platform provide features like "New Product Showcases" that can be continued in tandem with in-person events?  Can we provide events like "Supplier / Buyer hosted events"?  Can we present product catalogs with real-time sales support?  How can we include Supplier spotlights?

And most importantly, many of the organizations supporting our live events are also looking for vehicles that will allow them to continue communicating with the prospective buyer audience the Association brings.  These Association suppliers have access to many of the new technologies available for the Association.  They can produce live, on-line, virtual events on their own.  The Associations must keep this in mind as they build new platforms for their events.   As show management, what can we create that remains so compelling and unique to the Association members that it remains the primary source of continued education, information, participation, and communication?

We need to make sure that we take advantage of the new opportunities presented in response to the events industry shut-down to build a better event future.  For many associations, live events make up over 90% of non-dues revenue.  Capitalize on the current opportunities that will make tomorrows events stronger... better... and a necessity for the industries served.

So LSU AD Forfeits the High Ground? Not so fast, my friends....

So how do I start this?

I just read an article written by Les East where he uses a headline and inaccurate information to insinuate the new LSU Athletic Director, Scott Woodward, has elected to stop sharing proceeds generated by athletics with Academics.

THIS IS A  CRAP ARTICLE!  Ol' Les should have his pen jammed in his eye socket for spreading such crappy information and suggestive headlines.

Woodward didn’t stop contributions (or “end donations”) to the University. He pulled out of an agreement where athletics committed to provide $36 million over five years by annually transferring $7.2 million, plus a portion of its net surplus, to support LSU's academic, research, public service and other missions. This commitment guaranteed funds to academics with no oversight or input regarding where these athletic contributions were allocated and with no regard to the actual earnings LSU athletics produced.

Woodward killed this... and should have! He has also pledged to continue providing support but based on profits realized and with a say in where the money is spent. Common Sense! And requested by the boosters supporting LSU athletics to begin with.

This article grabs attention using inaccurate and misleading claims and doesn’t include facts in the article. Sad!

The truth of the matter.... From the Baton Rouge Advocate:

LSU President F. King Alexander said there isn't as much a donation disparity between athletics and academics as perceived.

Alexander pointed out the separation between athletic fundraising and academic fundraising, citing an LSU Foundation report from June 1, 2018 to June 30, 2019, which said 70 percent of total donations went to academics, 28 percent to athletics and 2 percent went to alumni operations.

Alexander said there has been a concerted effort on the academic end to raise money for its needs, including the $1.5 billion campaign.

"Athletics isn't declining," Alexander said. "It's staying about where it has been in the past. The only difference is the aggressiveness that we're going out there with the campaign to raise money on the academic side to make up for the years that we perhaps should have been doing.

Since the guarantee of athletic contributions, there has been a decline in a concerted effort to address fundraising for academics. With Woodward pulling away the guarantee, there should now be a focus to increase academic contributions and how funds are allocated.

It’s a smart move. Would be nice if the author of this story did his homework before simply throwing out headlines to grab attention and stroke the flames of controversy with misleading content and a story lacking facts.

Seems to be par for the course in media these days. Les East... you're FAKE NEWS!

===

Article from Saturday Down South:  By Les East (twitter - @Les_East), Published August 2019: https://www.saturdaydownsouth.com/lsu-football/lsu-ad-forfeits-the-high-ground-by-ending-donation-to-the-university/

THE ELECTORIAL COLLEGE - What Were the Fathers Thinking!?!

So with the 2020 election on the horizon, it appears the HOT TOPIC of debate is back on the issue of the National Election and the Electoral College.  There is a major push underway to abolish the Electoral College and move the national election to a popular vote system.   This simply is a BAD idea.  In the words of Ricky Ricardo…  Let me’ splain!!!

The country isn’t nor was it ever intended to be a true democracy. The country is a democratic republic... or limited democracy. The constitution does not establish a true democracy, nor did the founders intend to do so. A true democracy results in “mob rule” and ignores 49% of the population based on nothing other than majority rule. This type of system fails the nation by disregarding interests of major areas of the country that contribute to the growth and prosperity of the nation as a whole.

As David Harsanyi wrote in a November 2016 piece for Reason, the Electoral College helps "create moderation and compromise": “To some extent, the Electoral College impels presidents and their political parties to consider all Americans in rhetoric and action. By allowing two senators for both Wyoming, with a population of less than 600,000, and California, with a population of more than 38 million, we create more national cohesion. We protect large swaths of the nation from being bullied. We incentivize Washington, D.C.—both the president and the Senate—to craft policy that meets the needs of Colorado as well as New York.” Here is a good article about the current debate (from which the quote above was pulled)...

http://bit.ly/2JqEgvy

The intent of the founders was to prevent mob rule. Here is a good read on the topic:

http://www.ushistory.org/gov/1c.asp

To change our system from a limited democratic government to a full democracy would have catastrophic results. The voices of farmers in the Midwest, ranchers, miners and small business owners in the plains and rural America would be forever lost, drowned by the voices of the mega-cities whose needs and visions are different from other parts of the country. 

The only reason this is a topic of discussion at this time is the loss of power by the democrats and the hatred the left has for the conservative policies of the right (and the disdain for Trump and elected republican leadership). They had power... lost it... and now need someone or something to blame.  Taken from a recent news article op-ed published by Howard Kurtz: 

These days, as The Federalist notes, the formulation doesn't always favor the GOP: "If you weren't born yesterday, you might recall that as recently as 2011, the Democrats controlled the White House, 59 percent of the House, and a filibuster-proof 60 percent of the Senate. Under the same laws, the same Constitution, and with an almost identical electorate, the Democrats controlled the political branches of government with huge majorities. How did they lose it all? Because the people did not like what they did with that power once they had it..."

And for another good read, here is an article from Walter Williams; a professor of economics at George Mason University. It is re-posted in Shapiro’s Daily Wire but is spot-on regarding the subject:

http://bit.ly/2HdvGgU

Now… There are a number of states deciding to enter into the National Popular Vote Interstate Compact. The NPV compact is an agreement among a number of U.S. states and Washington DC to award ALL of their respective electoral votes to whichever presidential candidate wins the national popular vote. The compact is designed to ensure that the candidate who receives the most votes nationwide is elected president, and it would only come into effect when it would guarantee that outcome. 

Though I think this compact disenfranchises the voters of each state, I like the idea that each state is making their own decision how to move forward AS A STATE!  The US is not a true democracy.  It is a republic of states.  Each state should have its say as a state; as a group of people with common interests. 

I think this will eventually be challenged in court.  There will once again be a candidate who loses the popular vote but wins the electoral college.  When this happens, any state that decides to CHANGE their electoral votes will be challenged by the people of their state whose votes were overturned.  But again… power to the states!  That is what the Republic known as the United States of America was founded on. 

14 states and DC have joined.  Here is more reading on the subject:  

https://www.nationalpopularvote.com/

But the truth of the matter…

The true issue we have in the U.S. isn’t the electoral college or the equal representation of states in the senate. The true issue destroying our nation is the rise and strength of political factions and the intense divisiveness they produce. I didn’t vote for Trump and am offended by what he represents, but the political factions ensured either he or Clinton would be selected. Candidates like Sanders were squeezed out by the Democratic Party faction through super delegates and processes designed to ensure Clinton’s nomination, while candidates like Kasich were squeezed out in the Republican Party faction. And candidates like Gary Johnson and Jill Stein never had a chance. The “factions” and loyalty of voters to party over purpose is the issue. The game is rigged. Here is a great article on this as well: 

https://www.hoover.org/research/america-not-pure-democracy

We “pledge allegiance to the flag of the United States of America, and TO THE REPUBLIC for which it stands... One Nation, under God, indivisible, with liberty and justice FOR ALL.” A republic isn’t a true democracy, and a true democracy isn’t for all.... just for the majority.

Happy voting in 2020 ya’ll! 

Diversity - AT THE TOP!

I just read an article in the WSJ which was an interview with PwC U.S. Chairman Tim Ryan.  Great read!  The article basically touches on the efforts of Mr. Ryan to force leadership and all employees into discussion about race relationships within the organization as well as a focus on diversity.  These efforts were born out of tragedy after Botham Jean, a 26-year-old PricewaterhouseCoopers senior associate, was shot to death by an off-duty police officer while watching football in his Dallas apartment.  The article / interview goes deeper into the efforts of PwC to focus on diversity at the cultural level as well as institute employee empowerment programs designed to sharpen the skillset of employees.

Tim Ryan: CEO - PwC

It was a great read but left me feeling like something was missing… like Ryan and PwC were falling short.  I’ll explain shortly. 

I like the fact PwC leadership decided to support and promote discussions about race and diversity.  They also did so on an internal level where the focus was truly about the employees and the company culture.  It was established as an opportunity for the people from all levels of PwC to learn about each other and understand different perspectives. Simply having diversity focus is more than just hiring diversity; its sharing a diverse culture.  PwC gets this. 

In an article written for the Harvard Business Review, David Thomas and Robin Ely noted, “…diversity goes beyond increasing the number of different identity-group affiliations on the payroll to recognizing that such an effort is merely the first step in managing a diverse workforce for the organization’s utmost benefit. Diversity should be understood as the varied perspectives and approaches to work that members of different identity groups bring….  Women, Hispanics, Asian Americans, African Americans, Native Americans—these groups and others outside the mainstream of corporate America don’t bring with them just their “insider information.” They bring different, important, and competitively relevant knowledge and perspectives about how to actually do work—how to design processes, reach goals, frame tasks, create effective teams, communicate ideas, and lead. When allowed to, members of these groups can help companies grow and improve by challenging basic assumptions about an organization’s functions, strategies, operations, practices, and procedures. And in doing so, they are able to bring more of their whole selves to the workplace and identify more fully with the work they do, setting in motion a virtuous circle.” 

So Mr. Ryan got this one right.  He not only works on bridging a gap of understanding between different races and cultures; he does so at the employee-to-senior management levels, establishing a true culture that focuses on the heart of diversity; diversity in thought and focus on true differences and how these can be celebrated, shared and embraced.  Though it took a tragedy to spark this conversation at such a level, the result is a win for the people and culture of PwC.

An article in Chief Executive Magazine published a story on his efforts to address diversity and inclusion and noted the following.  “Ryan didn’t just take stock of where PwC was in the area of diversity and inclusion, he looked at the business world at large. What he saw was a lot of room for improvement. A lot of companies went the safe route and didn’t scratch the surface. As such, Ryan helped launch CEO Action for Diversity and Inclusion in 2017, an initiative aimed at getting CEOs to advance diversity and inclusion initiatives at their companies.  More than 550 CEOs have signed the organization’s diversity pledge since last year and many led their companies in December’s “Day of Understanding,” where employees convened to discuss bias in the workplace. CEO Action for Diversity and Inclusion has also published more than 450 best practices and already had three closed door/CEO only meetings on how they can expand and improve diversity and inclusion efforts across the business community.”

I also liked Mr. Ryan’s thinking and comments about wanting people to be with PwC in both mind and body, and as such not only promote the discussion of inclusion and diversity but also focus on "upskilling"; putting in place programs to develop skills and foster personal growth for the employees.  Mr. Ryan’s move not only does the obvious “saw sharpening” to increase employee production; he presents programs to assist those who don’t have the skills necessary to advance where others climb freely… programs which can narrow the chasm of developed skill sets which exists between races (a point of merit in the discussion of “white privilege” and systematic minority suppression).  

As noted by Mr. Ryan in his WSJ interview, “To win the war for talent, part of the proposition has to be, ’Come for our culture, come for your career growth opportunities, come because you’re going to be constantly invested in to make sure you stay relevant.”  Successful organizations understand this and are acting accordingly.  Employee Engagement at its finest.  BRAVO PwC!

Understand… PwC is not alone regarding employee engagement.  Employee engagement is definitely on the rise.  A recent Gallup poll published in August 2018 noted three undeniable trends and facts:

• 34% of U.S. workers are engaged, tying highest in Gallup's history
• "Actively disengaged" percentage is down to 13%, a new low
• Engagement is highly related to positive business outcomes

So what was missing?  THE NEXT STEP!  

In many industries, there is a serious lack of diversity in senior leadership though there are many organizations within these industries promoting diversity in hiring practices, cultural awareness and assimilation, and employee training and skill development.  

Here is a statistic for you:   According to a recent publication produced by BCG, “Among Fortune 500 CEOs at the time of publication, only 24 are women (less than 5% of the total), only three are black, and only three are openly gay, including just one lesbian…. Most company leaders—primarily white, heterosexual males—still underestimate the challenges diverse employees face. These leaders control budgets and decide which diversity programs to pursue. If they lack a clear understanding of the problem, they can’t design effective solutions.”

Diversity in leadership is a necessity!  There is also true value in ensuring diversity in leadership roles.  The Ladders recently published an article by Sharon E. Jones which focused on the value of diversity in leadership and link in senior leadership diversity to greater financial returns.  Some of the major benefits noted were…

• Diverse teams produce better solutions to complex problems; 
• Diversity in leadership can help with retention of diverse staff
• Diverse leaders can serve as mentors and sponsors to diverse professionals and others and build multi-cultural competencies within the organization

Her conclusion: "One of the best investments that a company can make is to be intentional about increasing the diversity in leadership by recruiting, retaining, and promoting diverse professionals."  And she is dead-on!

So what about the board room?  PwC’s 2018 Annual Corporate Directors Survey shows that directors are listening more, learning more and engaging more. One of the top findings from the survey - "Board diversity has been a hot topic for years, and directors seem to be getting the message. Most recognize the value that diversity adds. Nearly all agree that it brings unique perspectives to the boardroom, and the majority say it enhances board performance. Most also say diversity improves relationships with investors—those who have been strong supporters of it. While 91% of directors say their boards are taking steps to increase diversity, many directors seem cynical: more than half say board diversity efforts are driven by political correctness. And nearly half think shareholders are too preoccupied with the topic. Some also hint that it’s just a “check-the-box” exercise."

Herein lies the heart of the problem. 

So my question to Mr. Ryan – “Do you value diversity in leadership? Does your board?  

PwC Board Of Directors:  

• 20 Members.  
• 15 White Men
• 5 White Women
• No minorities

Where is the diversity? It looks like PwC didn’t even check the box!

And don’t get me wrong… I am not attacking Mr. Ryan for the lack of diversity on the PwC Board.  I applaud Mr. Ryan for championing the issue and forcing C-level executives and senior management to face the issue.  He didn’t chose his board; they chose him.  In a perfect world, the PwC board would reflect the goals of diversity Mr. Ryan preaches (and practices).  If more leaders address diversity issues like Mr. Ryan has, this will happen in  time. 

So if diversity in leadership should be a goal for all organizations to strive for, how do we ensure we not only establish programs that discuss diversity and foster employee development but also shape tomorrows leaders… tomorrows senior leadership? Tomorrow’s Boards?  There must be a focus on 1- ensuring a diverse senior leadership team and board of directors, and 2- developing and implementing leadership development programs for the workforce in preparation for tomorrow’s senior leadership roles.  

Though there is a definite difference in the skill sets and core competencies possessed by senior leadership, management and the employee work force, there are many employees joining organizations at the entry level who possess the core competencies needed to be an exceptional leader.  They are the diamond in the rough of the company human capital pool.  However, prior to joining the organization, they may not have experienced the opportunities to develop their skill sets or show what they can accomplish.  They go un-noticed with their potential untapped.  Organizations who truly want to reach diversity milestones must consider instituting leadership programs designed to identify and develop diverse senior leadership from within!  IT is more than just developing talent into successful and productive team members . It is about effectively growing a diverse group of leaders from within... Leaders of tomorrow who get the company culture of diversity and the benefits it brings for the entire organization!

Let’s see Mr. Ryan take this on as well.  Maybe others will follow. 

Sources:   

• WSJ Article: “This Boss Is Making Race Relations a Business Matter: PWC’s U.S. chief talks about discussing race, gun violence and justice with employees after a colleague was shot by a police officer”  Published March 13, 2019.  By Vanessa Fuhrmans.  Website Source: https://www.wsj.com/articles/the-chairman-who-has-made-race-relations-a-business-matter-11552483800

• For more information on PwC Chairman Tim Ryan: https://www.pwc.com/gx/en/about/leadership/tim-ryan.html

• Boston Consulting Group (BCG): Article – “Fixing the Flawed Approach to Diversity”,  Published JANUARY 17, 2019.  Authors Matt Krentz , Justin Dean , Jennifer Garcia-Alonso , Frances Brooks Taplett , Miki Tsusaka, and Elliot Vaughn.  Website Source: https://www.bcg.com/en-us/publications/2019/fixing-the-flawed-approach-to-diversity.aspx

• SHRM (Society for Human Resource Management) Website:  Article “Development Employee Career Paths and Ladders”.  Author Unknown.  Date Published Unknown.  Website Source: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingemployeecareerpathsandladders.aspx

• Gallup:  “Employee Engagement on the Rise in the US”; By Jim Harter.  Aug 26, 2018.  Website Source:  https://news.gallup.com/poll/241649/employee-engagement-rise.aspx

• Forbes: “How To Lead The Push For Diversity in the Workplace”, by Monica Thakrar; June 9, 2017.  Website Source: https://www.forbes.com/sites/forbescoachescouncil/2017/06/09/how-to-lead-the-push-for-diversity-in-the-workplace/#509ca67a415b

• Harvard Business Review. “Making Differences Matter: A New Paradigm for Managing Idversity”.  By David A. Thomas and Robin J. Fly.  Sept-Oct 1996 Issue.  Website Source: https://hbr.org/1996/09/making-differences-matter-a-new-paradigm-for-managing-diversity

• The Ladders.  “The Value of Diversity In Leadership Roles”, by Sharon E. Jones.  November 12, 2018. Website Source: https://www.theladders.com/career-advice/the-value-of-diversity-in-leadership-roles

• PwC United States.  “The Evelving Boardroom: Signs of Change”.  PwC’s 2018 Annual Corporate Directors Survey.  Website Source: https://www.pwc.com/us/en/services/governance-insights-center/library/annual-corporate-directors-survey.html

• Chief Executive.  “Why PwC Chairman Tim Ryan’s Top Priority is Diversity And Race”.  By Gabriel Perna.  Jan 9, 2019.  Website Source: https://chiefexecutive.net/pwc-chairman-tim-ryan-top-priority-diversity-race/

• PwC Board of Directors Website Source: https://www.pwc.com/us/en/about-us/our-board.html

Millennials

Photo via www.workflexibility.org

Interesting survey in the NYT.  I came across this article on FB. Interesting (and simple) "look-in" to the millennial mind.  Good food for thought where management is concerned.  Days of IBM environments are not only over but out of sight and mind with today's young work force... Tomorrows leadership.  Strategic Agility is a common core competency for level 5 leadership.  C- level needs to understand this includes adapting internal culture for tomorrow's success.  We strive to achieve the "long term" sustainable strategic competitive advantage in our markets.  We need to focus within our organizations to ensure we are fostering an environment that will produce the leaders tomorrow needs.  "Long-term" can't be achieved without it.

http://nyti.ms/20WFZqD

Leadership during Crises… For Whom the Bell Tolls…

Thinking about all of the serious issues facing the world today, we find ourselves in numerous precarious situations like never before.  These situations we face are calling for serious leadership like never before, and in all areas of our lives; Government… Business… Community… even Church, Neighborhood, and home!  We are facing issues today that are unprecedented.  From weather events producing tornado outbreaks never witnessed in the previous 3 generations; hurricanes and super-storms threatening entire regions of civilizations; massive earthquakes, tsunamis, and other natural catastrophic events.  Natural disasters are occurring on an unprecedented scale, effecting communities, governments, businesses, and the entire world economic and security structure. 

Threats are not limited to natural disasters by any stretch of the imagination.  The threat of terrorism and ethnic strife continues to rise as tensions mount in the middle east, east-Asia, and Africa. Ecological disasters from oil spills to climate change are no longer ideological, but real, existing and experienced threats.  And political and economic troubles continue to loom; from Greece and the Euro Union to the fiscal cliff faced on our own home front.   Simply reviewing the headlines of today’s media sources testify to the simple fact that we as a human race face more crises today than yesterday, and leaders of today have no choice but to be exceptional leaders in times of crises if they plan to truly lead.  And today, all of us on this planet are in a position where we need true leadership to lead; to lead us out of the situations we find ourselves in economically, politically, socially, and globally. 

With this in mind, we focus on what it takes to be a true leader in times of crises.  We look at our president; we look at our governor and mayor; we look at our business leaders; pastors; community organizers, and ourselves.  What does it take to truly lead in times of crises?  What will it take to truly lead through the times we are facing?

I recently came across an article in the Harvard Business Review; an interview by Scott Berinato with Adm. Thad Allen (Retired), the Senior VP of Booz Allen Hamilton.  This interview caught my attention at first because he is scheduled to give the Key Note Address at my upcoming conference in New Orleans (International Disaster Conference & Expo, or IDCE).  But as I read this interview with Adm. Allen, I couldn’t help but to apply his thoughts to every other crises faced; from government (the fiscal cliff is a serious issue needing serious people prepared to make serious decisions… which I don’t think we have in our government on any side, at any level… sorry), to business (economic insecurity and uncertainty is definitely a major global crises), to how I lead my family. 

Admiral Allen, former Admiral of the U.S. Coast Guard, managed the response to the BP oil spill in the Gulf. Previously, Admiral Allen also managed the response to Hurricane Katrina in the Gulf, and also managed New York Harbor during the 9/11 attacks.  He also managed the U.S. response and relief activities to Haiti after the 2010 earthquake.   The interview conducted by Berinato was on-point and direct regarding leadership, and his thoughts on what it took to be a leader through these times of crises.  He summed it up into a few key points and phrases. 

• Unity of Effort: what you're trying to do is aggregate everybody's capabilities, competencies, and capacities to achieve a single purpose, still taking into account the fact that they have individual authorities and responsibilities

• Unify all on the team:  create a set of shared values that everybody that's involved can subscribe to.

• Visibility:  If you're not visible with your people, then you're not a credible leader.  You don't understand what they're going through.

• Adapt, suffer or manage.

• Leaders are responsible for their own morale… keep a level playing field.

• Definition of leadership iss the ability to reconcile opportunity, and competency

As I read, I was brought back to my time in show management with a fairly large company where we opened an event on 9/11.  It was the most traumatic experience I have ever had as a show manager, and the most challenging scenario of Crisis Management I have ever experienced.

We had opened a conference in Worcester, Ma on Monday September 10, 2001. All was quiet, and all was good.  We had a very successful registration program, presenting an attendance representing an increase in overall attendees of over 30% from the previous year.  Our exhibit sales for the year had been extremely successful, presenting an expo floor reflecting a 20% increase in exhibitors from the previous year.   Speakers selected to present in this conference program were the best of the best.  It was our first time in Worcester, and the city was happy to have us.  The event was set up to be one of the best events to date for this brand; the brand I managed.

Tuesday, September 11, 2001; 8:46 AM:  American Airlines Flight 11 crashes into the World Trade Center… the first of many which were to attack our country that day. 

With the majority of the planes on 9/11 taking off from Logan Airport in Boston, MA, the civil authorities in Massachusetts order a complete shutdown of all highways, rail, air, and sea transportation.  All public facilities in MA were shut down.  Security in public facilities ensure a complete lockdown of all buildings; no one enters or leaves. 

Our conference program kicked off day 2 of our event at 8:30AM EST.  Our trade show floor was schedule to open at 10:00AM.  We receive word through the event facility management that there had been “an incident”, and as a result, all public facilities were moved to complete lockdown.  We had freight on docks waiting to move to show floor.  About 40% of our exhibitors had not yet arrived to the facility.  All doors were closed, and military and state police surrounded the building ensuring no person would leave or enter.  We were not alone; the majority of public facilities throughout Massachusetts were called to lockdown.

Within 10 minutes of the lockdown, we began to receive reports of what was happening.  Terrorists had hi-jacked planes and had crashed them into buildings in New York.  Some planes were still unaccounted for.  A number of the planes originated out of Boston.  The entire 90-mile radius of Boston was at large.  That was all we knew. 

As the manager of the event, I was now faced with an unprecedented position.  I was being called upon to lead my entire show team through these crises.  I was also responsible for the 500+ conference attendees, 250+ exhibitors, and numerous additional staff, and would have to lead them through this ordeal.  Due to the intense and sudden use of cell phones throughout the country, cell towers began to fail.  We had to establish communications so those in the facility could begin reaching loved ones.  A number of conference attendees were from the Boston area, 2 of which had loved ones on the flights which were hijacked.  We were dealing with grief counseling; communications; security; and the need to ensure information was delivered to all. 

What I faced was not an oil spill or hurricane. It wasn’t economic uncertainty (at least not immediately).  It wasn’t government issues or community guidance.  My hurdles were specific to the situation and location at hand; but I happened to be the person tasked with leading us through the ordeal.  It was a true crises, and everyone involved needed leadership. 

As I read Adm. Allen’s comments, I realized this is exactly the leadership needed when I faced these crises in 2001.  Some I had performed well; others I hadn’t.  But as I reflected, I realized that Adm. Allen hit the nail on the head.  In leadership, there are certain attributes you must have to truly lead in times of crises, and these times of crises will define your true ability to lead.

Unity of Effort: This is something we did instinctively.  We made a conscious effort to ensure we were aware of all of the individual core competencies available to use and delegated responsibilities accordingly.  We placed certain people on counseling detail, while others were put on logistics and transportation details.  Others were tasked with working with facility management to establish communications for all in the facility.  Some were tasked with setting up internal news feeds to keep others informed, or put in charge of ensuring food and beverages were available.  I was tasked to work with facility management and government officials to ensure procedures were adhered to.  We simply put a plan in place to ensure all resources were allocated efficiently and effectively.

• Unify all on the team:  We were successful in this game plane because we united the team, discussed the challenges faced, and established a set of shared values and vision that everyone subscribed to. The result was motivation to ensure each job was done to the best of each person’s ability.

• Visibility:  I stayed as visible as possible, helping in all areas from setting up phone banks to cleaning restrooms, working with military on the loading docks to inspect freight, and sitting with people who were grieving over their loss.  I didn’t leave one task assigned where I was not around to help or assist if needed.  

I worked to ensure the morale I portrayed was positive, no matter how saddened I was by my experiences or hopeless I felt over the enormousness of the tasks at hand.  As I look back on this experience, I understand the effect this had on our team.  Leaders are responsible for their own morale, which affects the morale of others.  You have to keep a level playing field, and I did to the best of my ability.  In the end, we were able to reconcile opportunity and competency, and the result was the successful navigation of serious crises.

Bill George wrote an article for the Wall Street Journal titled “Seven Lessons for Leading in Crises”.  Bill George, author of "True North," is a professor of management practice at Harvard Business School. He is also the former CEO of Medtronic and serves on the boards of directors of ExxonMobil, Goldman Sachs and Novartis. In this article, he stresses the following:

• Leaders must face reality. Everyone on the leadership team must be willing to tell the whole truth.

• No matter how bad things are, they will get worse

• Build a mountain of cash, and get to the highest hill

• Get the world off your shoulders

• Before asking others to sacrifice, first volunteer yourself

• Never waste a good crisis

• Be aggressive in the marketplace

Many of these “lessons” are in line with what Adm. Allen refers to in his fundamental outline of success in crises leadership, and are reflective of what I experienced in Worcester, Ma, but are applied in the business setting.  From facing reality and telling the whole truth, no matter how grave, to allocating responsibilities to the right team members, putting yourself in the front line of fire, and leading others only where you are prepared to go yourself… all apply, and these fundamentals apply to all areas of leadership in any crises situation. 

As we face the “Fiscal Cliff” with our government, and economic uncertainty in the global work place, we now need leaders who will step up and lead.  We need leaders who will role the sleeves up and make tough decisions.  We need leaders who will tell the truth, no matter how rough.  We need leaders who will understand that they, as leaders, are responsible and stop blaming everyone else for the problems we face as a nation and people.  We need leaders who will recognize the opportunities we have to overcome these issues and show their competency.  We need leaders who understand that no matter how bad things are, they can get worse, and WILL get worse if these crises are not addressed… if THEY do not truly LEAD through these troubled waters.  We need leaders who will be willing to sacrifice themselves for what is right; who will volunteer themselves to get the job done. 

In short, we need true leaders.  They are out there and it is time to step up.  I just hope they hear the bell ringing.   

Sources:

Leading Through a Major Crisis. by HBR IdeaCast  |   5:26 PM October 14, 2010. Featured Guest: Adm. Thad Allen, USCG (Ret.).  Accessed via Web: 12/06/12.  http://blogs.hbr.org/ideacast/2010/10/leading-through-a-major-crisis.html

Wall Street Journal  GUEST COLUMN March 5, 2009.  Seven Lessons for Leading in Crisis. By BILL GEORGE.  http://online.wsj.com/article/SB123551729786163925.html#printMode

Corporate Responsibility

There are many companies who are recognized for what they “Give Back”.  Forbes just published an article regarding the top companies who “give back” (Forbes- Oct 19).  What was interesting is they based this list on the amount of money each company gave in “Charitable contributions” and what percentage these donations were to pre-tax profits.  The top 10 on this list were Alcoa ($36.6m / 6.7% ), Merck ($72.6m / 4.4%), General Mills ($88.7m / 4%), Kroger ($69.7m / 4%), Xerox ($27m / 3.3%), Target ($126m / 3.3%), Goldman Sachs ($337m / 2.6%), Safeway ($21.6m / 2.5%), NW Mutual ($17m / 2.4%), and Starbucks ($30.5m / 2.12%).  It is impressive to see companies giving so much back. 

However, there is so much more to Corporate Responsibility than simply making charitable donations based on profits.  Of more importance is what a company does to truly benefit the communities and people as a whole.  This includes employees, the environment, citizens, and more.  Corporate Responsibility is defined in BusinessDictionary.com as “A company’s sense of responsibility towards the community and environment (both ecological and social) in which it operates. Companies express this citizenship (1) through their waste and pollution reduction processes, (2) by contributing educational and social programs, and (3) by earning adequate returns on the employed resources.” 

(http://www.businessdictionary.com/definition/corporate-social-responsibility.html).

On Wednesday November 14, Bloomberg Business Week reported Cisco Systems announced its 2012 Annual Corporate Responsibility Report.  The Report outlines what Cisco believes to be the core components of its Responsibility to the company and community: governance and ethics, supply chain, employees, society, and environment.  Cisco publishes this report “to illustrate the company's broad reach and innovative solutions designed to help Cisco, its customers, and its partners address social issues and promote environmental sustainability.”   Though some may see these reports as simply a marketing and public relations tool (which it is to some degree), it is refreshing to see companies make such a statement in regards to their conscious decision to ensure their organization benefits more than just shareholders. 

Topics addressed in this report include human rights (global), efforts to lead in ethics and employee compliance to ethics policies, privacy policies, global transparency, labor practices, women’s issues (Cisco launched the Women in Technology Conference), commitment to diversity, corporate and foundation cash and in-kind contributions worldwide, employee volunteers to various non-profit organizations, education programs, efforts to reduce GHG emissions, and more.  It shows a true commitment by an organization to give back to the community, environment, and employees, and work to use company resources to make a difference through a positive impact on the world in which we all live.

What makes a company truly great is the ability of the company to better the world in which we live.  Successful companies are in a position to have an amazing, positive impact on the world and all of the people who reside on this planet.  From working to ensure fair global labor practices, protecting the rights of minorities and women, and championing human rights to protecting the environment; companies have the resources to truly make a difference. 

Even small companies have the ability to present a positive impact on their communities. This could be something as small as ensuring recycling programs are in place to adopting training programs to educate employees on sexual harassment, discrimination, and tolerance, creating training and development plans to assist employees in advancing careers, providing balanced and fair employment practices and work expectations, and ensuring community outreach.  It is the job of company leadership to address these issues and ensure companies position resources, including human capital, to address these issues.

In my current company, we have numerous programs designed to assist the employee, and by definition of what we are (convention center), our mandate is to support the community, boost the economy, have an economic impact on the community, and present programs that better the world in which we live.  From recycling programs and blood drives to habitat for humanity volunteer days and food drives, our operation truly focuses on what we can do to better the world we all live in.   

For more information on Corporate Responsibility, visit Corporate Responsibility Magazine online at http://www.thecro.com. 

Sources:

Bloomberg BusinessWeek: Cisco Issues 2012 Corporate Social Responsibility Report.  SAN JOSE, CA -- (Marketwire) -- 11/14/12.  Accessed 11/16/12. Link: http://buswk.co/TJME6E

BusinessDictionary.com: Accessed 11/17/2012:  Link: http://www.businessdictionary.com/definition/corporate-social-responsibility.html