Interpolation Noun or Mathematics?

by Tom Casey, Managing Principal Discussion Partner Collaborative

It is not often that a word in English when generously interpreted can have multiple meanings.

The word Interpolation however does qualify for this phenomenon.

When used as a Noun, the word means “the act or process of being interpolated (analyzed, interpreted)”.

When used in a Mathematical context it means “the process of determining value between two points having prescribed values”.

The word is a great platform for Career Progression in that if you want predictability you rely on Mathematical: but if you favor the words, “it depends” as we consultants do often, you adopt the Noun.

As leaders enter the age of Millennial-Mania where the only managerial rule is there is no rule for managing this cohort, the safest position to take is not to take one!

Discussion Partner’s has begun promoting a concept we have labeled Interpolation Career Progression. Whereby there is predictability in respect to title and/or level of the next step.  Beyond that however, it is situational compelling a Social Covenant between the enterprise and the employee.

The elements of this Social Covenant encompass the following:

  1. Time-bound – you can go fast, you can go slow, or may not go!  Essentially there are no guarantees as to when and if you will move to the next level.
  2. Performance Expectations – these are fluid based upon enterprise need at the time and subject to change which can accelerate or decelerate “promotion”.
  3.  Achievement Feedback – DPC is heavily influenced by the trend whereby the uses of formal and therefore implied complex processes are being sacrificed in favor of more dynamic real-time systems. We would actively encourage you to monitor the studies being conducted by Dr. John Boudreau and his colleagues at the Marshall School at USC on Performance Management.)
  4. Discretionary Rewards – If you embrace the Social Covenant concept you have to presume enterprise commitment, objectivity and fairness.  This pre-supposition therefore has to extend to Total Compensation.  DPC’s perspective is that the shift in demographics, and the challenge to how one is paid (for example Incentive Stock Options), their needs to be a concomitant review of when and for what the platform of which is trust!
  5. Transparency – it is an oxymoron to say that an evolutionary process based upon trust is transparent.  Yet we feel that if you accept the given of end state direction (title/level), and tolerate the ambiguity of “it depends” on the means and avenue of the journey in of and itself, this constitutes transparency.

One of the endearing qualities of the Millennial or Generation Y is their patience.  Yes I am being sarcastic!!!!!

Discussion Partners takes the view in our promotion of Interpolation is that for it to be successful there needs to be an on-going dialogue characterized by objectivity and frankness.

At the risk of being manipulative in promoting the concept of Interpolation, DPC perceives the above assertion as the real benefit of the idea. Our perspective is anything less; the leader is toast in attempting to manage the expectations productively of the “new worker”.

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The Rule of Four

by Tom Casey, Managing Principal Discussion Partner Collaborative

As the summers in the US and Europe have officially ended, and the South American Spring has begun, there will be a renewed effort focused on Corporate Governance inclusive of replenishment of Boards and Advisory entities.

In 2013 Discussion Partner’s conducted a survey on post-employment aspirations for a then upcoming book (see survey results and Chapter below).

The Chapter was focused on the implications of post-employment prioritization of activities.

As one would imagine the focus on participation on Boards of Directors was often mentioned.

Over the last 2 years Discussion Partner’s has been conducting Pulse Surveys and interviewing key executive clients, whom are already sitting on Boards posing the question, “what is the optimum set of circumstances that motivate you to want to continue as a membe?”

At present we have approximately 700 executives in our sample base.

There has been significant convergence in the responses we have received.  DPC has labeled the most frequently mentioned responses as The Rule Of Four!

  1. Scale – there is a strong preference for participation on smaller governance bodies.  The most frequently mentioned was 9 maximum for the full Board with Advisory committee’s membership 3.
  2. Substantive – matters discussed are material engaging the intellectual curiosity of members….there is an abhorrence for “rubber stamping” decisions taken by line executives without or minimal consultation
  3. Select – there is a desire to serve with Directors whom have also achieved a peer level of commercial reputation and success, this is not self-selection or “old boy” but more an issue of agility and effectiveness of decision making.
  4. Solo – the platform to avoid being the “only or lonely vote” on governance matters.  There is no reluctance to disagree but “isolation can become disagreeable”

One of the irony’s noted by Discussion Partner advisors is that while the improving economy has compelled a replenishment in leadership staff for a confluence of reasons, we believe there is an unhealthy reluctance on the part of long serving Board/Advisory members to ask the questions “are we the right people moreover, am I the right person”?

Enjoy the next wave of weather!



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The Celebration Without The Party!

by Tom Casey, Managing Principal Discussion Partner Collaborative

Ask yourself the question what if I invited my family to my birthday party…and no one came?

The obvious feelings would be confusion, rejection, hurt, and if a member of my family, a vow of “I’ll make them pay”!

Now ask yourself the question….”what if I or my parent founded a company, I spent my whole career growing the business with the thought that my children would run it, and they have no interest in doing so”?

Your reactions would likely be similar…extended to encompass the parental utterance of “where did I go wrong”?

Fortunately or unfortunately this situation is evolving into a trend that cannot be ignored.

The undeniable facts that surround the reality are as follows:

  • The children of owner/founders are oftentimes the beneficiaries of a terrific education
  • The children have likely had the opportunity to travel extensively both domestically and internationally
  • The children of Boomers have benefitted from the parental conditioning that results in feelings of confidence, experimentation, and encouragement to express oneself
  • The children of Boomers are not disposed to think of career decisions in the context of extended tenure…more 3 years vs. lifetime in tone and substance
  • The children of owner founders are not ungrateful, nor dis-respectful, they are looking for different challenges in career progression

There are of course exceptions to this emerging trend.  However, the fact that there is an evolving narrative suggests the need to move beyond sentiment towards strategic frameworks.

Over the past the last three years in Discussion Partner’s Transition Advisory work in the Privately Held/Family Owned business sector(167 clients), we have found in 67% of circumstances there has not been a passing along of the business to the next generation of family members.

Notwithstanding the disappointment that is unavoidable, quickly the parent realizes in fact it is a tribute as their children are manifesting a “mind of their own”.

The “top 5” considerations as the owner transitions to the next steps encompass:

  1. Estate Planning-development of a comprehensive plan that provides reassurance that wealth creation for the family has been secured
  2. Timing Determination-the senior leader then has to determine how long they choose to stay involved.  In our experience unless there are detracting circumstances, this is likely to be approximately 3 years
  3. Growth Acceleration-we oftentimes the executive has a new found energy and concomitant with their now extended tenure, focus on innovative strategic intents inclusive of new processes, products, and geographies.
  4. Transaction Contemplation-independent of potential buyer, employee, strategic, or investor driven, the executive focuses on a troika of refined initiatives inclusive of a) cleaning up of the balance sheet, b) raising the bar on performance, and c) replenishment of leadership population, as all are transaction enhancers.

The “now what” is understandable, the “where did I go wrong” assumption, is not appropriate as you are by no means alone AND the fact that you raised independent children is a tribute.

What is necessary is a purpose-built framework that predicts an alternative future for the company concomitant with an attitude of “enjoy the ride”!

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Suspending The Belief In Unicorns!

by Tom Casey, Managing Principal Discussion Partner Collaborative

Leaders of newly founded professional services firms are likely to encounter an invisible shield on the journey to success that inhibits growth and assaults confidence.

To have assumed that a plan, any plan, would be pursued sans turbulence, is as likely that Unicorn’s truly exist!

This inflection point is oftentimes when an organization hovers around 100 client/customer facing incumbents, or when geographic expansion removes line of sight to early hires.

Regardless of when this phenomenon becomes visible, adeptness and agility are required to overcome obstacles.

Discussion Partner’s recently embarked on a study of 22 firms whom are poised to grow: but struggle with the elements required to exploit their respective marketplace opportunities.

Our client experience and research suggests that there are four separate and distinct phases that have to be navigated to promote success and if not overcome, the net/net is disappointment or in extreme circumstances, extinction.

Stage 1-Trial and Error
When a firm is founded, there is unbridled optimism in support of the “big idea”.

The concept in search of a context is to address the questions, “how big, how fast, how many, how much”?

Essentially, unless the business model is a planned smallness, there is a hope that a growth trajectory can be promoted.

Assuming there is a market for the big idea, the “now what” question arises.

Unless an owner/founder or initial population has a crystal ball, regardless of leadership sophistication, there are four areas that have to be incorporated into the business model.

  1. How to manage the numbers, or more importantly how do the founders gain an understanding of the undeniable truths represented in the “financials”
  2. How to create the infrastructure balancing need vs. cost, vs. an understanding of implication whether it is IT, Real Estate, Finance, Marketing, Logistics, Human Capital, or alternative foundations, the need is to manage the platform or run the risk of funding Chateau Briand on a Cheeseburger budget
  3. How to manage population control how many, doing what, measured by, and consequent engagement outcomes….the successful prosecution of this element is the secret sauce for growth.
  4. How to avoid self-delusion confronting vs. ignoring the inevitable dislocations on the journey regarding leadership style and dealing with disappointments.

Stage 2 Aspiration Plateau
Assuming the founder or founders survive Stage 1 without accepting the job at Pottery Barn or becoming a recluse on a mountain, the joy and rapture only continues.

The second stage is true channel management, how does the company and it’s leaders make the “great leap forward” into the realization that all successful lessons learned, have to be challenged with the operating mentality of “slash and burn”.

This is a provocative way of having to address the question of “what no longer works”?

This is true pain as it encompasses:

  • Culture-degree of formality vs. informality
  • People-the rack and stack of folks in terms of alliance with growth vs. achievement against more modest expectations while appearing to disregard loyalty
  • Access-how to prioritize where and with whom do senior leaders spend their time
  • Keeping Score-raising the bar in respect to goals, expectations and accountability

All of the above require decisiveness. Moving slowly or even worse ignoring the need to address, has unfortunate outcomes.

Stage 3-Replenishment

The replenishment question requires the embryonic but seemingly stable enterprise to address the following:

  • The need to raise the average IQ by saying goodbye to “originator” staff, and hiring newer folks whom have a commercial mentality
  • The need to have an on-going economic, psychic, or material cost vs. benefit mentality whereby necessary vs. nice is the criteria for adjudication of moving forward or disposal
  • The need to hold people accountable where the “dog ate my homework” excuse is substituted with the metaphor of “I am the dog and although cute, can bite”
  • The need to think of client experience, infrastructure, innovation and new product/service offerings as interdependent “projects” with time-lines, resources, and success metrics that need to be taken as serious as marriage vows, as if not addressed results in a depletion of resources similar to divorce attorneys
  • The need to recognize it is better to move fast and make mistakes vs. be overly deliberative applies ….the metaphor of speed now elegance later is the desired attribute
  • To address all of the above in the context of a framework or “plan” where there is prediction, milestones, and clear definitions of success

Stage 4-Momentry Sustainability

Presuming your survival at least for the time being, you need to conduct a realistic assessment reminiscent of the French Resistance workers in World War ll, “am I a boy, playing a soldier, whom can cause damage” or “am I a pretender in hopes that I will survive with a glorious reputation” or “an unselfish contributor to the war effort.”

All answers are negotiable, the lack of introspection however is not! Regardless of conclusions, there is a need to embed the lessons learned on the journey into a leadership style that promotes ambitious strategy supported by an aligned organizational model.

As important is a need to a) promote collaboration, b) be the poster child or children for unselfish behavior, and c) think of yourself from now on as the surfer whom is relentlessly outpacing the wave.

Firefighters do not sit around waiting for the fire, they train as if the fire will take place in the next 15 minutes….Special Forces, do not just bulk up, they develop and train against possible scenarios to stay edgy.

In the commercial sector, self-satisfaction, complacency, and forgetfulness of how hard it is to become successful and even harder to sustain this achievement, are self-destructive.

Some interesting statistics combining multiple sources.

  • Since 1980 84% of “new” consultancies have lasted less than 5 years
  • In the same time frame, 63% have not achieved 100 client facing incumbents
  • In the same time frame 71% of those entities which did not achieve the 5 year time frame disaggregated into a firm of less than 10

Putting one’s faith in the continuance of a successful platform as the status quo is risky!

Failure like Clint Eastwood is constantly in the background saying “go ahead make my day!”


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Running Out Of Tomorrows!

by Tom Casey, Managing Principal Discussion Partner Collaborative

Consultants have a healthy respect for coincidences. In the past week I have experienced two separate discussions on leadership that suggest there are limitations to the definition of Talent Readiness, when “ready now” should be ignored in favor of taking calculated risks.

The discussions were focused on a company in crisis where retired executives were asked to return as the current leaders were deemed not up to the task.

My working hypothesis before being challenged was “good… the company is taking advantage of an expanded talent pool to resolve their issues”. The alternative point of view assertively expressed was “that is so wrong on so many cultural levels, why are the current leaders not ready, and how can they not feel insulted by these decisions?”

One of Gandhi’s more meaningful quotes was “the mark of a true leader is not their number of followers, it is the number of leaders they themselves create”. Easy to articulate, but difficult to execute given the historical and current state of enterprise focus on “the numbers”.

The most recent edition of Harvard Business Review (July/August 2015) features an article promoting the need to “Blow Up HR”. Not coincidentally this is the 10th anniversary of Why We Hate HR! this appeared in Fast Company.

The article presents a sensible case for this being a strategic need as the current processes are un-responsive and dated as was my working hypothesis!

Recalibrating a point of view first requires an acknowledgement of error….never easy….what is also necessary is an alternative.

The alternative, after consultation with other Discussion Partners is three-fold:

  1. Elevation of Leadership Development to a strategic intent at least if not more important as the more traditional measurements of success
  2. Public sanctioning including displacement of executives whom do not take this objective seriously.
  3. Retiring the managerial well intentioned mantra of “I will spend time on staff development matters tomorrow” as no longer acceptable… leaders we have run out of tomorrows!

In the context of a starting point for Leadership Development the following capability shortfalls surfaced in the prosecution of our work with executives assessing the “readiness” of their Successors.

Early in our work when we posed the question “are your successors up for the challenge”, we frequently heard the response “no”, “not yet”, “not sure”, or “hard to tell”.

Initially advisors were somewhat cynical about the response as Type A personalities have healthy ego’s. However, when we dug deeper into the comments number in-common concerns were articulated by our clients.

Essentially they see the “deficiencies” or “shortfalls” in the following areas:

Global Preparation-given that most of the new wave of leadership began their careers during the recession of the late 80’s and early 90’s, the ability to secure an expatriate assignment, or participate in extensive international travel, was sufficiently curtailed. Moreover, the cost constraint mentality that existed unintentionally discouraged pan-organizational initiatives in favor of “home grown” strategic intents. Thus the ability to learn more about global challenges were bereft of opportunity.

Collaboration-the above also has to be put into the context of “how we now collaborate”. Since the late 90’s collaboration has devolved to a state of electronic touch points.

The days where mission focused teams were created, and participants entered a room prepared to persuade others to their point of view are waning. The use of electronic communication is now the norm. A compelling example of course is Facebook as a principal communication vehicle. This type of interface can be extrapolated easily to implications for collaborative efforts

Written Communication-as a rapidly aging baby boomer I still remember the Palmer Method, the nuns obsession with good grammar, and living in dread fear that my mother a Masters prepared English teacher would want to review my homework.

Having survived the above, I do look askance at the quality of writing that is offered today.

We have become executives who believe that well presented PowerPoint decks, are the bastion of good communication, and the more graphics the more forceful the argument.

The art of creating a persuasive paragraph, to be incorporated into a White Paper, or Education treatise has suffered according to our clients.

Intellectual Curiosity-most Boomer CEO’s are voracious readers of Biographies. In addition to reading books about or written by, Jack Welch, they focus on Geopolitics and Political Biographies.

To reinforce the point the acceptance of books by Ian Bremmer Superpower, Roosevelt and Stalin, Susan Butler, Doris Kearns Goodwin on Lincoln (Team of Rivals), and Roosevelt/Taft (The Bloody Pulpit) as well as biographies of Churchill and Wilson are offered.

Twice a year Discussion Partners creates a Reading List for our C-Suite clients based upon what we are being told are the books they are focused on at the time. What we learned through this initiative was that the C-Suite, wants to understand, “how they dealt with adversity”.

Our clients concern is that this lack of “wanting to understand” is of secondary importance to domain expertise.

The above “concerns” do not detract from the comprehensive work being done on Succession Planning efforts. Moreover, our clients would also stipulate that the above has to be put into the context of the “world and work” are changing as well.

The observations of our clients do however suggest, that there is a need to be aware that if the lack of opportunity and/or focus of the incoming wave of leaders is perceived as problematic, an organized response for this constituency and likely the next generation coming behind them.

The adage Running Out Of Tomorrows is Discussion Partner’s point of view that Leadership Effectiveness should go to the front of the line in terms of enterprise priority and no longer be a when “time allows” managerial afterthought.

A strategic intent when an enterprise is challenged of “un-retiring” executives because the incumbent leaders are unprepared should be characterized as it is….an embarrassment and unacceptable.

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The Pirate Paradox

by Tom Casey, Managing Principal Discussion Partner Collaborative

Consultants love acronyms. It helps us organize our thinking, reinforce points to clients in stark terms, and in the realm of self indulgence…sometimes makes us think we are smart!

Of course it can have a down side!

To correct a deficiency in my leadership style I coined the term VAR to promote self-awareness encompassing:

  • Visibility-representation to the enterprise through presence…not symbolic: but tactical inclusive of decision making real time, and as importantly “in person”
  • Access-promotion of an image whereby peers and subordinates are encouraged to approach with requests (supervisors usually are not made to wait)!
  • Responsiveness-aggressiveness in closing the loop on requests clearly avoiding having to be asked twice!

The personally embarrassing episode was when in the office on a Friday I was confronted by an employee whom was “introducing himself”.

The discourse went something like this…

  1. “Hi Tom I’m Brian”
  2. “Hi Brian, how are you doing”
  3. “Good it has been interesting”
  4. “That is good to hear…. how long have you been here”
  5. “About 4 months”
  6. “So who do you report to”
  7. “Actually you Tom”

I created the VAR tool initially for myself and have over the years used it with clients as well.

This led to the Pirate Paradox as If you say “VAR” real fast as one of my Partner’s ventured….”you sound like you’re Long John Silver”, “all that is missing is the Parrot on your shoulder.”

Allusions to Treasure Island aside, for myself and clients with whom I have referenced the acronym it is a not so gentle reminder that the Woody Allen comment “80% of success is showing up” has merit.

I would suggest if you find yourself in the situation of feeling that you are not sufficiently visible with those with whom you should be, think of VAR.

Be advised that if you find yourself sharing VAR, say it slow to avoid being called “Matey.”

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Successful Executive Transitions

by Tom Casey, Managing Principal Discussion Partner Collaborative

2015 is a transition year for many Boomer Executives whom will be reaching the milestone age of 65!

Granted Charley Watt’s of the Stones and Ringo Starr are 74 and still touring….yet there is something magical about this age as It was the age when most of our parents left the work force.

At the time however, after they got their gold watch, took a cruise, there was not much life left based upon actuarial tables and cultural norms.

All of that has changed now…..just ask Ringo, a new album, book, and summer tour!

Discussion Partner’s launched a Transition Advisory Service offering in 2013 after the publication of our book Executive Transitions-Plotting The Opportunity!

Since that time we have worked with several hundred executives in a variety of sectors.

We have organized our Transition Advisory support to executives in four phases.

Phase 1-Preserving The Legacy-succinctly put taking proactive steps to insure that the efforts you undertook, and the success you engendered are recalled in the most positive terms.

In Discussion Partner’s experience regardless of age and psychographic profile it is prudent to substitute the question of “How will I focus my energies for the next 3 to 5 years” vs. “What will I do with the rest of my life”. This is the principle of Inflection Point we utilize in our discussions with executives whom have an extensive work history often with one to two employers.

Transition Principles
The below represents a baseline from which we develop tactics for executives whom are departing from a “continuing concern”.

  • Control the Communication Process-avoid relying only on the formal elements of communication. There is a need to augment this effort with an informal communication process to personalize, and engage in conversations with selected managers
  • Confirm the Legacy-there is a need to define “how I want to be remembered”, with “how I am perceived”. The most effective way to do this is to have a dialogue with trusted advisors where you point blank ask the question, “what will you remember about me”
  • Networking-Classify your internal and external networks capturing the contact information for managers whom would provide insight/access for you in the future, what we refer to as the “Nifty 50”. This is the minimum! There is a need to commit to interact with these folks at least on a quarterly basis, recognizing that the interactions will be sustainable provided the dialogue has mutual value.
  • Relationship Sustainability-The first order of business is to prepare and send subsequent to the formal announcement an e-mail to at least these 50 executives internal and external embedded with a. preliminary thoughts as to career focus, and b. contact information
  • Accessibility- independent of the networking activity above there is a need to utilize multiple vehicles e-mails, social media, and the lost art of letter writing to maintain contact with a broader number of executives

Phase 2-Ensuring Enterprise Continuity- making sure that care and thought are given to the preservation of momentum as manifested in the Succession Plan….through constructive access, advice, and prescriptive documentation.

Interim Period Issues-Post Successor Selection
Be mindful there is oftentimes a “rock in the middle of the river” attitude to be avoided in a post announcement environment. Be advised we usually find it well intentioned and focused on the executives “best interests” so as to “not bother them”.

Still however it is difficult to be working in an environment that seems to have forgotten one has a pulse.

We use the sequence of John Wayne to reinforce the point in terms of reinforcement of a visible career.

Career Segment                      Description

Early On                                  Who IS John Wayne
Traction                                   Get me John Wayne
Popular                                I need more John Wayne’s
Waning                   Get me someone who was like John Wayne
Exit                                          Who WAS John Wayne

The key here is two-fold:

  1. Don’t take it personal….it is the normal cycle
  2. Consider acceleration of your departure from the office in favor of working remotely at some point….

Regardless of timing there is a “Snagglepuss” phenomenon, the appropriate time to “exit stage left”! The time frame is accompanied with the likely outcome of SARA even though it is your decision.

  • Shock
  • Anger
  • Rejection
  • Acceptance

There WILL be a feeling of emotional disorientation associated with departure. It is most advisable to recognize that Retirement is a platform to other areas of personal and creative expression.

I can presume the suggestion of this exercise may seem odd; however our experience is that it is very useful when a Successor may not be up to the task immediately. It is also non-trivial in reaffirmation of legacy.

The value of having a brief treatise on your experience with a limited distribution is it a) helps others see “your role through your eyes” and b) it reduces “blowback” in that after you leave, it reduces the possibility that you would be blamed for others mistakes.

Our concept is a 1 to 2 page memorandum that focuses on the following:

  • The initiatives you feel were executed well
  • Those that are in process and/or you feel were deficient
  • Two to 3 top of mind suggestions for securing progress in your previous role

Phase 3-Rejuvination Break-taking a break to recharge and reflect on next steps in career trajectory. DPC perceives as inevitable regardless of means, age etc. as those whom are Type A….don’t change their DNA.

The Concept of the Commercial Sabbatical
The foundation for the “Commercial Sabbatical” concept we promote derives from our research and client experience. Based upon Executive Demographics and Aspirations, it is embedded into our hypothesis that successful executives after a period of rest, are desirous to reengage in commercial activates

  1. Older Executives (65 plus)-focus on 2 to 3 activities part time post-employment
  2. Bridge Executives (55 to 65)-focus on 2 to 3 activities part time post-employment for a period of approximately 2 years then return to “work” in an Advisory and/or Employee capacity at a level of at approximately 50% of the time until age 65 or older
  3. Off-Ramp/On-Ramp Executives-(55 and below) focus on 2 to 3 activities for a period of approximately 1 year and then return to work as Advisors and/or Employees until age 65 at a level in excess of 50%

Phase 4-Cyclical Planning- conceptualization, deliberation, and implementation of the plan developed prior to departure and refined subsequent to departure.

Transitioning Executive Research
The below represents our current thinking on the question. “Where are Executives likely to spend their time post-employment”? Our assumptions are derived from a research project of over 2,000 executives and our Transition Advisory work with clients.

 DPC Theoretical Framework-Creation of a scenario strategy for 3 to 5 years embedding the context of Commercial Sabbatical.

Discussion Partner Transition Focus Assumptions (2 to 3 Part-Time is our experience)

  • New Role/Alternative Employer
  • Consulting Advisory
  • Academic Pursuit as Adjunct Professor
  • Author/Blogger
  • Personal Investor
  • Commercial Board Membership
  • Political Involvement
  • Philanthropy
  • Social Responsibility(including NGA Boards)
  • Higher Education-Student
  • Arts
  • Entrepreneur-non Commercial
  • Start Up Initiator
  • Sports-Recreational
  • Other-Rock Star?

Board Memberships

As this is likely an area of “pursuit” we wanted to provide some additional detail. DPC has a matrix approach for thinking of Board positions. Our mental model is that the maximum be three Boards to avoid becoming a “professional” member. Essentially, if you are on more than three, you are working close to full time.

Board        Primary Role
1                   Chairperson
2                  Committee Chair
3                  Key Committee Participation

As you can see from the above 3 Boards could be very time consuming.

Tammy Ericson, Ken Dychtwald and Bob Morrison in their seminal HBR article It’s Time To Retire Retirement asserted in an elegant way that Retirement is not a phase down from relevance. Moreover it is a platform for one to pursue alternative interests and avenues for personal satisfaction.

 Discussion Partner’s research and advisory interdictions, would reinforce their hypothesis. Moreover, given the stabilization of the economy and emerging career opportunities, it is optimum to be mindful of how to channel personal and enterprise Executive energies.

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