June 19, 2006Dear Samurai:
In today's workforce there are five generations ranging from the pre-Baby Boomer Elders to the youngest Ys — the Millennials, who just got their MBAs. This diversity, which can invigorate the workforce in new and exciting ways, also brings a wide range of views on business priorities into the workplace.
In the ExecuNet 2006 Executive Job Market Intelligence Report survey of executives and search firm and corporate recruiters, business priorities were one of the many topics examined. Below you will find a brief report on the results of only one of the many questions covered in this extensive report. Peter Drucker left us an incredible legacy of wisdom and practical advice from his writings about the practice of management and leadership. I recently downloaded a Drucker article, "What Makes An Effective Executive?" to share with my nephew who is starting a career in business. In doing this it made me think how practical and wise Drucker's advice is for all of us. So I decided to share this with you too! Successful business executives and entrepreneurs are driven by the desire to perfect their performance and continually improve. Learning and personal growth continue to shape them. The strategy that shapes many successful "workplace warriors and entrepreneurs" is the focus of a new book, Career Intensity, recommended below.
A. Thought for the Week
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
Peter F. Drucker
B. Executives From Different Generations Share Goals But Not Priorities
Achieving a balance between work and life is no longer just a dream of the work weary. Work/life balance has become an expectation for senior-level executives who no longer have the need or drive to strive for more success and greater compensation but prefer achievements that are meaningful and often community-centered. Younger generations of employees are coming into the workforce with the perspective that work is not a substitute for life, but something that augments the richness of the life experience. No matter how different the reasons for seeking work/life balance, workers of all ages are treasuring a new work/life experience changing the dynamic in hiring and retention in today's workplace.
In ExecuNet's 2006 Executive Job Market Intelligence Report survey, executives were asked what their top business priorities were for the coming year and which will most affect their performance. While direct profitability related goals, such as growing revenue and managing company plans and objectives, topped the list and talent management activities lagged, there were some notable differences among the age groups responding to the survey:
Managing and developing the people on my team" was of the highest priority to 25-40-year olds and the lowest to 41-50 year olds.
"Recruitment of talent" ranked highest among the 25-40 year olds.
Those over the age of 61 placed a greater importance on "retaining key talent in the organization" while 25-40 year olds ranked that activity the lowest of all the surveyed groups.
The 61+ age group ranked "managing a multicultural workforce" higher as a business priority than the other age groups — two-and-a-half times more than the responses of the 25-40 year olds.
"Investing in new technology" was critical for 25-40 year olds and more than two-and-a-half times the responses of the 61+ group.
------------------------------------------------------------------------------------------
C. What Makes an Effective Executive?
When Peter Drucker passed away last November, the Washington Post described him as "the world's most influential business guru." Drucker and his philosophy of management influenced Winston Churchill, Bill Gates, Jack Welch, and thousands of managers and leaders who put into practice the wisdom of Drucker.Much of his focus was on the job of the executive — to be effective.
To Drucker this meant to get the right things done. To be effective you must first manage yourself, he advised. In the Harvard Business Review two years ago, Drucker distilled the lessons of his career into eight simple practices for managers. Or nine, if you count this all-important rule: Listen first, speak last."
An effective executive does not need to be a leader in the sense that the term is now most commonly used," states Peter Drucker in What Makes an Effective Executive. "Great managers may be charismatic or dull, generous or tightfisted, visionary or numbers oriented. But every effective executive follows eight simple practices."
They ask, "What needs to be done?"
They ask, "What is right for the enterprise?"
They develop action plans.
They take responsibility for decisions.
They take responsibility for communicating.
They focus on opportunities rather than problems.
They run productive meetings.
They think and say "we" rather than "I"."The first two practices gave them the knowledge they need.
The next four help them convert this knowledge into effective action. The last two ensure that the whole organization feels responsible and accountable."The article, What Makes an Effective Executive, was recognized for excellence in management thinking with the 46th Annual McKinsey Award in 2004. This award acknowledges the most significant Harvard Business Review article in a given year that is most likely to have a major influence on executives.You can download this award-winning article for a small fee from www.hbr.org — enter "What Makes an Effective Executive" in the Search Box.
---------------------------------------------------------------------------------------------
D. Career Intensity, Business Strategy for Workplace Warriors and Entrepreneurs
Is your dream to have a fantastic, engaging, productive and financially rewarding career that fits with your life goals? Do you admire others who have achieved this kind of success and wondered what it is that separates the best from the rest? How can you join this group of achievers?
If you aspire to a rewarding career blessed with success, you need "career intensity," according to David V. Lorenzo, a former business executive and entrepreneur who currently advises organizations to implement innovative performance improvement solutions.
In his new book, Career Intensity: Business Strategy for Workplace Warriors and Entrepreneurs, Lorenzo defines Career Intensity as the drive for continuous individual improvement that is the hallmark of successful entrepreneurs and top corporate executives.
Super achievers are highly self-aware, know their strengths and weaknesses, and recognize and aggressively pursue business opportunities.
People with Career Intensity engage in strategic thinking and planning, create and market their personal brand, and consistently create exceptional value for their "customer" — whether the customer is the company for which they work or their client.
Career Intensity isn't a genetic trait; it's a strategy that you can learn and employ in order to find your way to achieving your career potential and realizing the success that is your true ambition.
Career Intensity: Business Strategy for Workplace Warriors and Entrepreneurs is a guide that will help you with the framework to begin a lifelong process of continuous improvement and growth. This ExecuNet recommended resource is available through the ExecuNet Career Management Bookshelf.
--------------------------------------------------------------------------------------------
E. Salary Negotiation Strategies for Executives
The June 22nd ExecuNet Silicon Valley Networking Meeting will feature a presentation on negotiating tips and strategies and how to deploy these strategies to secure a comprehensive executive compensation package.This special ExecuNet event, hosted by Linda Holyroyd, CEO of FountainBlue, is scheduled for Thursday, June 22 from 11:30 a.m. - 2:00 p.m. It will be held at the Café Clubhouse, 1875 Embarcadero Rd, Palo Alto, CA.FountainBlue's Silicon Valley ExecuNet Networking Meetings provide networking, education and peer-to-peer support for C-level executives, senior managers and directors in Silicon Valley. The registration fee is $25 for ExecuNet members and $30 for guests, plus about $2 in processing fees. The registration fee includes lunch and the meeting program. To register, visit http://www.acteva.com/booking.cfm?bevaid=104178. Registration is limited to the first 60 participants, so please register now to ensure your spot! Walk-ins are not permitted. For more information visit: http://www.fountainblue.biz/events/execunet.html or http://www.execunet.com.Meet new networking contacts at one of the 50+ ExecuNet Networking Meetings scheduled in July and register online today. Bring a friend — you don't have to be a member to attend!
In today's workforce there are five generations ranging from the pre-Baby Boomer Elders to the youngest Ys — the Millennials, who just got their MBAs. This diversity, which can invigorate the workforce in new and exciting ways, also brings a wide range of views on business priorities into the workplace.
In the ExecuNet 2006 Executive Job Market Intelligence Report survey of executives and search firm and corporate recruiters, business priorities were one of the many topics examined. Below you will find a brief report on the results of only one of the many questions covered in this extensive report. Peter Drucker left us an incredible legacy of wisdom and practical advice from his writings about the practice of management and leadership. I recently downloaded a Drucker article, "What Makes An Effective Executive?" to share with my nephew who is starting a career in business. In doing this it made me think how practical and wise Drucker's advice is for all of us. So I decided to share this with you too! Successful business executives and entrepreneurs are driven by the desire to perfect their performance and continually improve. Learning and personal growth continue to shape them. The strategy that shapes many successful "workplace warriors and entrepreneurs" is the focus of a new book, Career Intensity, recommended below.
A. Thought for the Week
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
Peter F. Drucker
B. Executives From Different Generations Share Goals But Not Priorities
Achieving a balance between work and life is no longer just a dream of the work weary. Work/life balance has become an expectation for senior-level executives who no longer have the need or drive to strive for more success and greater compensation but prefer achievements that are meaningful and often community-centered. Younger generations of employees are coming into the workforce with the perspective that work is not a substitute for life, but something that augments the richness of the life experience. No matter how different the reasons for seeking work/life balance, workers of all ages are treasuring a new work/life experience changing the dynamic in hiring and retention in today's workplace.
In ExecuNet's 2006 Executive Job Market Intelligence Report survey, executives were asked what their top business priorities were for the coming year and which will most affect their performance. While direct profitability related goals, such as growing revenue and managing company plans and objectives, topped the list and talent management activities lagged, there were some notable differences among the age groups responding to the survey:
Managing and developing the people on my team" was of the highest priority to 25-40-year olds and the lowest to 41-50 year olds.
"Recruitment of talent" ranked highest among the 25-40 year olds.
Those over the age of 61 placed a greater importance on "retaining key talent in the organization" while 25-40 year olds ranked that activity the lowest of all the surveyed groups.
The 61+ age group ranked "managing a multicultural workforce" higher as a business priority than the other age groups — two-and-a-half times more than the responses of the 25-40 year olds.
"Investing in new technology" was critical for 25-40 year olds and more than two-and-a-half times the responses of the 61+ group.
------------------------------------------------------------------------------------------
C. What Makes an Effective Executive?
When Peter Drucker passed away last November, the Washington Post described him as "the world's most influential business guru." Drucker and his philosophy of management influenced Winston Churchill, Bill Gates, Jack Welch, and thousands of managers and leaders who put into practice the wisdom of Drucker.Much of his focus was on the job of the executive — to be effective.
To Drucker this meant to get the right things done. To be effective you must first manage yourself, he advised. In the Harvard Business Review two years ago, Drucker distilled the lessons of his career into eight simple practices for managers. Or nine, if you count this all-important rule: Listen first, speak last."
An effective executive does not need to be a leader in the sense that the term is now most commonly used," states Peter Drucker in What Makes an Effective Executive. "Great managers may be charismatic or dull, generous or tightfisted, visionary or numbers oriented. But every effective executive follows eight simple practices."
They ask, "What needs to be done?"
They ask, "What is right for the enterprise?"
They develop action plans.
They take responsibility for decisions.
They take responsibility for communicating.
They focus on opportunities rather than problems.
They run productive meetings.
They think and say "we" rather than "I"."The first two practices gave them the knowledge they need.
The next four help them convert this knowledge into effective action. The last two ensure that the whole organization feels responsible and accountable."The article, What Makes an Effective Executive, was recognized for excellence in management thinking with the 46th Annual McKinsey Award in 2004. This award acknowledges the most significant Harvard Business Review article in a given year that is most likely to have a major influence on executives.You can download this award-winning article for a small fee from www.hbr.org — enter "What Makes an Effective Executive" in the Search Box.
---------------------------------------------------------------------------------------------
D. Career Intensity, Business Strategy for Workplace Warriors and Entrepreneurs
Is your dream to have a fantastic, engaging, productive and financially rewarding career that fits with your life goals? Do you admire others who have achieved this kind of success and wondered what it is that separates the best from the rest? How can you join this group of achievers?
If you aspire to a rewarding career blessed with success, you need "career intensity," according to David V. Lorenzo, a former business executive and entrepreneur who currently advises organizations to implement innovative performance improvement solutions.
In his new book, Career Intensity: Business Strategy for Workplace Warriors and Entrepreneurs, Lorenzo defines Career Intensity as the drive for continuous individual improvement that is the hallmark of successful entrepreneurs and top corporate executives.
Super achievers are highly self-aware, know their strengths and weaknesses, and recognize and aggressively pursue business opportunities.
People with Career Intensity engage in strategic thinking and planning, create and market their personal brand, and consistently create exceptional value for their "customer" — whether the customer is the company for which they work or their client.
Career Intensity isn't a genetic trait; it's a strategy that you can learn and employ in order to find your way to achieving your career potential and realizing the success that is your true ambition.
Career Intensity: Business Strategy for Workplace Warriors and Entrepreneurs is a guide that will help you with the framework to begin a lifelong process of continuous improvement and growth. This ExecuNet recommended resource is available through the ExecuNet Career Management Bookshelf.
--------------------------------------------------------------------------------------------
E. Salary Negotiation Strategies for Executives
The June 22nd ExecuNet Silicon Valley Networking Meeting will feature a presentation on negotiating tips and strategies and how to deploy these strategies to secure a comprehensive executive compensation package.This special ExecuNet event, hosted by Linda Holyroyd, CEO of FountainBlue, is scheduled for Thursday, June 22 from 11:30 a.m. - 2:00 p.m. It will be held at the Café Clubhouse, 1875 Embarcadero Rd, Palo Alto, CA.FountainBlue's Silicon Valley ExecuNet Networking Meetings provide networking, education and peer-to-peer support for C-level executives, senior managers and directors in Silicon Valley. The registration fee is $25 for ExecuNet members and $30 for guests, plus about $2 in processing fees. The registration fee includes lunch and the meeting program. To register, visit http://www.acteva.com/booking.cfm?bevaid=104178. Registration is limited to the first 60 participants, so please register now to ensure your spot! Walk-ins are not permitted. For more information visit: http://www.fountainblue.biz/events/execunet.html or http://www.execunet.com.Meet new networking contacts at one of the 50+ ExecuNet Networking Meetings scheduled in July and register online today. Bring a friend — you don't have to be a member to attend!
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