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JULIE BENEZET, from page 11
viable client transition plan, the leader might say, “No, we cannot live without a plan. We risk losing our next generation of leaders who stand ready to move up. Further, our clients are undergoing their own leadership transitions and their successors are our emerging leaders’ peers.” “No doubt, saying no is challenging. As any parent will tell you, to persuade and then establish sticking power, ‘no’ has to mean something. You need to know what principles you want to advance and the lines in the sand you will draw to enforce them.” 3)Be prepared to deal with anger, acting out, and unexpected behavior. Many people fear change and will do their utmost to fight it. Stay firm, respectful, and breathe deeply as you seek to understand root causes of resistance. 4)Be willing to impose consequences. Know what the company can and will do if no agreement can be reached. The company governance documents should provide mechanisms to adjust roles and authority. Seek legal advice for interpretation and negotiating strategy if needed. While sometimes necessary, using a lawyer as your spokesperson should be done judiciously, because it could escalate matters to a level no one wants. 5)Call for reinforcement. Consider adding outside board members. Granting ultimate authority to the board for company strategy, leadership evaluation, and succession will reinforce leadership direction and best practices. Leading a successful organization takes courage to try new ideas, weather many storms, and know how to say “no.” As hard as this last one is, in the end, everyone will benefit. JULIE BENEZET spent 25 years in law and business, and for the past 18 years has coached, taught, and consulted with executives from virtually every industry. She earned her stripes for leading in the scariness of the new as Amazon’s first global real estate executive. She is author of the award-winning The Journey of Not Knowing: How 21st Century Leaders Can Chart a Course Where There Is None . Her workbook, The Journal of Not Knowing , provides a self-guided discovery mission to navigate the adventure of pursuing one’s dreams based on the Journey principles. She can be reached at juliebenezet.com.
succession plans, cultural transformation, and specific decision-making agreements can be designed, along with appropriate compensation adjustments. However, without someone willing to assume the responsibility for negotiating and enforcing change, any such planning becomes moot. Too often company leaders duck the responsibility because it involves tough conversations. Consultants can surface useful information and provide insights to unblock resistance to leadership transition. However, their impact only lasts as long as they do. Unless company leaders can keep former dissenters aligned with the new order, the company will revert to its former problems. To solve the problem, companies must train leaders on how to say no. No doubt, saying no is challenging. As any parent will tell you, to persuade and then establish sticking power, “no” has to mean something. You need to know what principles you want to advance and the lines in the sand you will draw to enforce them. As a parent, you want to protect your children’s health and safety. As a company leader, you want to promote smart and sustainable business growth. “Leading a successful organization takes courage to try new ideas, weather many storms, and know how to say ‘no.’ As hard as this last one is, in the end, everyone will benefit.” The leader’s job is to determine which lines to draw for the welfare of the company and to say no when the lines are crossed. For example, in the case of leadership transition, the leader must make the case for its importance, then draw a line in the sand and enforce it. Failure to do so will impair business growth as top talent leaves. FIVE POINTERS FOR SAYING NO. Here are five pointers to help leaders say no: 1)Keep your eye on the prize. Remember you are there to build a successful future for your company. 2)Don’t make it personal. Your goal is to protect the enterprise. That means reinforcing the broader business frame. If a practice group leader will not commit to a
CEO ROUNDTABLE RETREAT: APRIL 2-3, 2020 | ATLANTA, GA The CEO Roundtable Retreat is a unique opportunity for AEC firm leaders to engage and interact with industry peers to discuss current issues facing firms today, explore industry trends and next practices, and confront the biggest challenges they face leading their firms. Zweig Group’s CEO Chad Clinehens, P.E., moderates the program guiding group conversations, encouraging integration and networking, and ensuring attendees gain valuable insight, new ideas and tools – and a new network of colleagues – to foster effective leadership at their respective firms. Come prepared to discuss your biggest challenges and successes during this highly interactive session. With you in control of the subject matter, roundtable discussions strike at the heart of what you need to effect change in your organization. Past attendees of CEO Roundtable events state “there is no better forum for dialogue than with peers experiencing the same issues I am” and “the statistics provided by Zweig Group through their continual research of firms and firm leaders gives me the exact benchmarking data I need to justify change and action in my firm.” In addition to the private dinner and guided discussions, attendees are invited to participate in a Porsche Driving Experience at the Porsche Experience Center Atlanta. To register or learn more visit bit.ly/CEOTZL or call 800.466.6275.
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THE ZWEIG LETTER March 2, 2020, ISSUE 1334
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