Alan See

I recently attended a faculty meeting to kick-off the New Year. One of the presentations disclosed enrollment trends that did not surprise, but none the less disappointed some of my fellow faculty. An increasing number of students are enrolling in online as opposed to on-campus courses. In short, the online modality more closely matches many students desired method for consuming education. Although most of the faculty can teach both online and on-campus, their traditional teaching backgrounds creates a comfort level and natural desire to interact with their students in a class room environment. The shift from a class room setting to online just doesn’t feel right to some, and that can make it difficult to embrace change even when the data states the obvious.

Shifting business environments make change necessary, but it doesn’t mean it will be easy. In my role as VP of Marketing there are always struggles to keep new initiatives on track even when the data indicates that the change is not optional. Strong feelings to revert back to the old status quo are often lurking just below the surface. For example, a shift in our media planning recommendations away from traditional media products and into earned media programs at times creates fear, uncertainty and doubt within parts of our organization. You can just imagine the questions swirling:

·         What will our traditional customers think if we’re recommending media they’ve never tried before?

·         How will our competition, not to mention our media partners, react to our strategy changes?

·         How do we know for sure that these new media channels will deliver results?

Change has no conscience. It doesn’t play favorites, or take prisoners. In fact change ruthlessly destroys organizations that don’t adapt. So, from a leadership perspective here are three traits I intend to embrace this year:

1.       Take the initiative by putting my team in charge of problem-solving. If I make them (or let them) wait for hand-feed directions I’ll slow down the process.

2.       Take more risks and be willing to break with the past. I’ll ask my team to mitigate risk when possible; but make no mistake … both my team and I will need more nerve in 2010 in order to keep our new initiatives on track.

3.       Maintain faith in the new initiatives. As soon as change starts throwing off sparks, people become preoccupied with all the headaches, aggravations, and fears. I know there will be dark days; however, I’ll challenge my team to join me helping our entire organization look beyond the bleakness of the moment, and envision the possibilities of tomorrow.

I’m really looking forward to 2010’s opportunities and challenges. How about you?

CREW WANTED FOR HAZARDOUS JOURNEY

Small wages. Bitter cold. Long months of complete darkness. Constant danger. Safe return doubtful. Honor and recognition in case of success.

** Sir Ernest Shackleton’s recruitment notice for the 1915 Endurance Antarctic expedition (some 5,000 applicants were rejected. For the record … the entire crew did return!)

I welcome each of my new marketing classes with the Endurance help-wanted advertisement. It’s always an attention grabber and a thought provoking way to get the class started. Marketing as a business discipline requires endurance; it’s also a functional area that often faces hazardous conditions in relation to various business environments. In years past you could count on at least one speaker in all marketing related conferences to quote the statistics from the most recent Spencer Stuart CMO survey. The 2008 numbers state that the average tenure for a Chief Marketing Officer is 28.4 months. Compared to previous years the CMO’s tenure is now actually on the rise:

• 28.4 months in 2008
• 26.8 months in 2007
• 23.2 months in 2006
• 23.5 months in 2005
• 23.6 months in 2004

Does increasing tenure suggest that the danger of leading a marketing organization is starting to fade? Probably not, in fact this year’s hostile economic climate will throw all marketing leaders into uncharted waters. Are you prepared to lead amid uncertainty and doubt? Sir Ernst Shackleton distinguished himself as a hero, not only among the masses, but also among the 27 officers, scientists and crew members on his expedition. How did he do it?

1. Trust: While Shackleton was called “The Boss” by his men, he did not differentiate himself from them. When the crew had to move off the ship and camp on the ice Shackleton ensured that neither he nor his officers received preferential treatment. Trust is the foundation of leadership and Shackleton’s crew trusted him during their journey because of his consistent and fair management and communication style.

2. Service: In order to help his crew get over the trauma of abandoning the Endurance, Shackleton literally served his men: “Rising early in the morning, he made hot milk and hand-delivered it to every tent in the camp.” Unlike top-down leadership approaches, servant leadership emphasizes collaboration, trust, empathy, and the ethical use of power. Servant leadership is designed to help enhance the growth of individuals in the organization, and increase teamwork and personal involvement. Shackleton’s servant leadership style helped pull his crew together and secure their rescue.

3. Vision: After selecting five of the toughest and best crew members, Shackleton announced that this select group would seek help by sailing a lifeboat over 800 miles across the most dangerous ocean on the planet in order to reach a whaling station on South Georgia. The plan worked and the rest of the expedition party was eventually rescued. True vision goes beyond what one individual can accomplish. It pulls the entire team forward.

Of course there are additional factors that could be added to the list above; but amid your current challenges what leadership characteristics are you counting on to help position your team for “honor and recognition?”