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jerryking : carol_hymowitz   15

How to Get on a Board, by Frontier Communications CEO Maggie Wilderotter -
April 11, 2013 | Businessweek | Maggie Wilderotter.

If you want to be on boards, you have to fish where the fish are. That means getting to know CEOs and others who are board members. I was 28 and vice president of sales at a small vendor to cable companies when I decided to try to get elected to the board of the National Cable Television Association.

Be active. Write newsletters,befriend CEOs.
Network!! Spend time with people to find out what makes them tick. Go to dinner so they get to know me as a person, not just another director, and we’ll talk about our families and interests outside of work. If I find out someone loves race cars, maybe I’ll send him a card about some race car event, with a note saying “you might love this.” Building these relationships takes time, sometimes years, so you have to be patient and keep working at it.
howto  boards_&_directors_&_governance  women  CATV  Carol_Hymowitz  networking 
july 2013 by jerryking
Overcoming Setbacks Helps One Executive - WSJ.com
October 5, 1999 | WSJ | By CAROL HYMOWITZ

Surmounting Setbacks Helps Executive Win War
Carol_Hymowitz  bouncing_back  movingonup  women  CEOs  setbacks  firings  Managing_Your_Career  networking  IBM  Apple  Exodus 
february 2013 by jerryking
Being an Effective Boss Means 'Managing Up' Within Organizations - WSJ.com
February 20, 2001 | WSJ | by CAROL HYMOWITZ.

Managers who focus exclusively on underlings and forget about the person they report to are likely to limit not only their success but that of their employees...Stellar leaders know the importance of communicating up, down and across organizations and are adept at figuring out what the boss needs and wants..."Managing up well isn't about jumping up and down and saying, 'Look at all the wonderful things I've done.' It's about understanding your boss's and boss's boss's priorities so you can focus your staff on delivering those objectives and also help move your company forward. People who do this are the linchpins of their companies....there is a big difference between bragging about oneself to bosses and gaining recognition for employees....when assigned a new boss, try to determine exactly what method of communication (i.e. frequency, style) he or she prefers..."Managers owe it to their staffs to tell superiors, 'Here's what my team was able to accomplish,' "
Carol_Hymowitz  managing_up  Managing_Your_Career  leaders  recognition  Communicating_&_Connecting  priorities  linchpins  indispensable 
december 2012 by jerryking
How to Tell When A CEO Is Toast: The Early Warnings - WSJ.com
April 18, 2000 | WSJ |By CAROL HYMOWITZ

Here's a short list of telltale warning signals indicating trouble at the top.

TURNING A DEAF EAR to directors: When the CEO of a technology company that had grown considerably during his tenure suddenly faced enormous competition from a faster-growing rival and difficulty absorbing two acquisitions, he ignored a number of suggestions from his board. "We told him to try this, do that, consider this -- and he simply wouldn't listen," fumes a director who did not want to be named. The more the CEO insisted on business as usual and refused to listen to his directors' concerns, the more he lost their trust. "His failure to listen became a warning signal to us" and led to his ouster, the director says.
[Illustration of a CEO with a rocket strapped to the back of his chair]

Similarly, former Coca-Cola KO +0.36% CEO Douglas Ivesterdidn't heed his board's urgings to name a No. 2 executive. And when Coke customers in Belgium and France complained of nausea after drinking Coke products, Mr. Ivester ignored at least one director's advice to go quickly to Belgium and address the situation.

Turning a deaf ear to employees: Mr. Ivester also decided, as part of a management reorganization, that the company's highest-ranking African American, Carl Ware, one of his longtime supporters, would no longer report directly to him -- effectively demoting him. The timing couldn't have been worse since Coke is facing an employee lawsuit alleging discrimination. Mr. Ware announced plans for early retirement, and Mr. Ivester lost more credibility as Coke's leader. He stepped down as CEO at the end of last year. Mr. Ivester couldn't be reached for comment.

Former Delta Air Lines DAL -1.69% CEO Ronald Allenalso was a victim of his own insensitive management style three years ago. Mr. Allen had pulled Delta out of a financial tailspin by slashing costs. But a lot of those cuts represented employee layoffs and he did little to smooth over anxieties. Directors ultimately blamed him for a drop in morale throughout the company. With many executives who reported to Mr. Allen leaving and blue-collar workers considering unionization, Mr. Allen was asked to step down. He declined to comment about the ordeal.

PROMISING TOO MUCH: At toymaker Mattel , MAT +0.59% former CEO Jill Barad madeearnings forecasts to her board and shareholders that the company then failed to meet. "Nobody likes surprises," says Thomas Neff, chairman of the executive recruiter Spencer Stuart's U.S. operations. "The best CEOs beat their forecasts, while the worst thing you can do is be overly optimistic," he adds.

Ms. Barad at times dismissed forecasts made by other executives, insisting to directors that Mattel would do better. She resigned in February, after three years as CEO and a stream of disappointing earnings. She was unavailable for comment.

Misreading expectations: A former CEO ousted from his job with a large financial-services company a few years ago recalls how he thought he was in agreement with his board on a succession plan, only to realize they wanted him gone much sooner, mostly out of fear that he was intentionally dragging his feet. The CEO had formed a search committee for a successor, but was taking his time about recommending candidates. Then, at a board meeting, he was asked to leave the room so directors could confer alone. What he thought would be a 15-minute exchange turned into an hour-long discussion. "That's when I knew something was up," he says. "They wanted to move on succession right away."

Underestimating conflict: Bank One 's ONE +2.80% former CEO John McCoyoversaw numerous acquisitions before he merged his Columbus, Ohio, bank with First Chicago to create a $260 billion powerhouse Midwestern bank. Previous smaller mergers, he says, took about 18 mon
aloofness  blue-collar  Carol_Hymowitz  CEOs  expectations  misinterpretations  misjudgement  overoptimism  overpromising  signals  surprises  tailspins  underestimation  unionization  warning_signs 
june 2012 by jerryking
GE Chief Charts His Own Strategy - WSJ.com
September 23, 2003 | WSJ | By CAROL HYMOWITZ.

"We're living in a world of more volatility, higher environmental risks and slower growth," says Mr. Immelt. "Companies that depend just on acquisitions to get growth will be left behind. The only way to get growth is to differentiate oneself with new products and services."
Carol_Hymowitz  GE  Jeffrey_Immelt  slow_growth  new_products  risks  volatility  differentiation 
march 2012 by jerryking
With Kids Gone, Women Find Business - WSJ.com
JUNE 14, 2005

Women Often Discover Their Business Talent After Kids Are Raised

By CAROL HYMOWITZ

In addition, it often takes women longer to believe in themselves enough to seek jobs in which they wield power. "By their 40s and 50s, after observing a few male bosses, women finally begin to say to themselves, 'These guys aren't any smarter than I am,' " says Ms. Liswood. Yet few big corporations are flexible enough to take advantage of women's life cycles by, for example, giving them flexible schedules when they are raising young children and promotion opportunities when they are older. A lot of middle-age women have found their own solution: launching their own businesses. There are 10.6 million women-owned businesses in the U.S., employing 19.1 million people, and two out of three of the new businesses being launched are women-owned. "A lot of these women have worked for big corporations, but at 40 or so when a lot are still stuck in middle management they start thinking, 'I can have more influence and a bigger piece of the pie doing it on my own,' " says Marsha Firestone, founder of the Women Presidents' Organization. The average age of the group's members is 49.
women  movingonup  Carol_Hymowitz  Second_Acts  entrepreneurship  midlife 
november 2011 by jerryking
Fire Yourself -- Then Come Back and Act Like a New Boss Would
OCTOBER 9, 2006 | Wall Street Journal | by CAROL HYMOWITZ.
..."companies must repeatedly reinvent themselves to stay
strong...companies can't survive as they once did by churning out the
same products or services in the same way year after year. The most
successful companies don't wait until they're in trouble or are
overtaken by rivals to make changes. The trick is to analyze portfolios
constantly, to move quickly to shed weak businesses and to gamble on new
opportunities without making the company unstable...."Windows of
opportunity open and close so quickly today, you can't just mull
decisions right in front of you. You have to look around the corner and
figure out where you need to go,...learn how to change directions fast.
...
IBM  Intel  Andy_Grove  reinvention  opportunities  nimbleness  speed  agility  windows_of_opportunity  accelerated_lifecycles  portfolios  pre-emption  kill_rates  portfolio_management  unstable  instability  assessments_&_evaluations  Carol_Hymowitz 
december 2009 by jerryking
The Best Innovations Are Those That Come From Smart Questions
April 13, 2004 | Wall Street Journal Pg. B1| By Carol
Hymowitz. Like other leaders seeking innovative products or strategies,
Dr. Hunter, 41 years old, encourages employees to ask unusual and
probing questions to generate new ideas. Dr. Hunter's efforts began with
a few questions he asked himself about how traditional drugs might be
used in nontraditional ways. When he was a medical resident, he wondered
whether drugs that are extremely potent in large doses might be used to
combat a variety of diseases if prescribed in much smaller doses.""You
have to celebrate the failures," he explains. "If you send the message
that the only road to career success is experiments that work, people
won't ask risky questions, or get any dramatically new answers." "
innovation  Carol_Hymowitz  Angiotech  failure  questions  entrepreneur  risk-taking 
october 2009 by jerryking
In the Lead - WSJ.com
SEPTEMBER 10, 2007 | Wall Street Journal | by CAROL HYMOWITZ.
CEOs  Second_Acts  Carol_Hymowitz  self-actualization 
may 2009 by jerryking
Packed Calendars Rule Over Executives - WSJ.com
June 16, 2008 WSJ column by CAROL HYMOWITZ. CEOs today are
hard pressed to meet of all today's demands from many stakeholders,
while operating under more scrutiny, making themselves more visible, and
making themselves more available. It is difficult to predict months in
advance, when trips are being planned, which customers will be the most
important to see. Importance of scheduling in downtime.
Carol_Hymowitz  leadership  CEOs  time-management  slack_time  calendars  customer_engagement  customer_relationships  customer_visits  downtime 
january 2009 by jerryking

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