Tag Archives: leadership

The Very Real Costs of Bad Hires

It is one of the great “known unknowns”, to borrow one of the infamous Donald Rumsfeld lines, what does a bad hire really cost?  Hiring is an art and a science.  It is a unique combination of relationship building, a leap of faith, part quantitative and part gut feel, but it is also a process of vetting both the person and the role you want and need filled.  It requires a level of discipline and focus, commitment and patience that is difficult to maintain when there is a pressing gap in staffing and leadership.  However, succumbing to a false sense of urgency and allowing emotion to trump logic is the slippery slope that leads to bad hires, or at least hiring the wrong person for the wrong role.  In the end there is a cost to every mistake, and hiring brings real cost.

Fortunately the case of Charlie Weis is a shinning example of what one bad hire can cost an organization, or in his case several organizations.  Roughly $30 million in very real dollars.  That does not even begin to consider the opportunity costs, additional revenue streams, lost potential dollars, turnover, morale, the impact on other coaches, players, staff, programs and the myriad of other factors that one bad hire can have on an overall organization.  Charlie Weis, through no fault of his own, parlayed a brief period of success into not one, but two bad hiring decisions, bad contract negotiations, and above all illustrates the classic pitfall of “falling in love” with the hot candidate.

Notre Dame has been paying Charlie Weis since 2009 to not coach, and will continue to do so through 2016.  Kansas made the same mistake and is also paying him not to coach.  Incredible, yet not uncommon.  Guaranteed contracts are amazing things.  Most of us will not find ourselves in a position to be granting guaranteed contracts to public figures, but anyone who makes hiring decisions does find themselves responsible to organizations, coworkers, families and individuals where a bad hire does incur real costs.

Hiring is both an emotional and quantitative process.  Allowing emotion to trump data is a dangerous proposition, and when one finds themselves chasing what was, of feeling the pressure to make a splash, wanting to hire “the hot candidate”, or “really liking someone” owes it to everyone involved to take a moment and really reflect.  What is it the job demands, what are the day-to-day behaviors, the skills required, the outcomes desired and matrix of success, and only then decide if the person truly fits those needs.  Hiring managers should always heed the lesson of Charlie Weis.

In defense of Charlie Weis, while he might not be the best head coach, he just might be the greatest salesman…ever.  Convincing multiple organizations to pay you almost $30 million NOT to do something takes an incredible skill set, or at the very least one very savvy agent.

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Prime Minister Harper – Speaking as a Leader

Everybody loves Canadians.  Sadly, the reality is not quite everybody.  If there is anything that the events of the last few days has brought to the fore, it is that there are people in this world who just flat hate.  They hate people who are not like them, who do not believe as they do, that have the audacity to actively or passively disagree with their beliefs.  It is not a “degree of dislike thing”, it is a binary thing.  It is a sad bit of reality, but seeing it visited upon Canada is all the more wrenching. In times of difficulty, it is the leader who sets the tone, and Canadian Prime Minister Stephen Harper has done that in clear, concise language.

“This week’s events are a grim reminder that Canada is not immune to the types of terrorist attacks we have seen elsewhere around the world,” Harper said in his address to the nation. “We are also reminded that attacks on our security personnel and our institutions of governance are by their very nature attacks on our country, on our values, on our society, on us Canadians as a free and democratic people who embrace human dignity for all. But let there be no misunderstanding. We will not be intimidated. Canada will never be intimidated.”

There are many things a leader needs to be, but at the very top of that list stands honesty.  A leader must speak the truth.  Sometimes, the message might need a bit of “toning”, but at critical moments, when times are tough, a clear message, spoken in plain language, in all its truth, is the sure sign of a leader.  Prime Minister Harper set the standard.

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GameDay on Leadership

Most Saturday mornings in the fall, College GameDay is on in the background as we go through the usual morning rituals.  It is not a “sit and watch” sort of thing, but it is a streaming commentary that provides an easy way to stay somewhat connected to all that is college football, pop culture and even current events.  The stories, the drama, the games, the rankings, the conversations around playoffs, suspensions and above all, the passion of the fans.  But what I have really noted this year, College Football has to be the greatest, most visible, easily comprehensible to the masses, case study in why leadership truly matters.

Though college football tends to be a fairly consistent parade of the same schools at the top, there is a pretty noticeable trend of how programs tend to rise and fall based on coaching changes.  Part of it is recruiting.  Part of it is organizational skills and management, and some of it has to do with hiring.  But what is abundantly clear, leadership is the core issue.  The great “coaches” are great leaders.  They attract the best talent, hire the best staffs, and they build the best, most efficient organizations.  Thankfully, in our highly scheduled and information saturated worlds, the simplicity of wins and losses makes for a quick and easy way to quantify the results of good leadership.

On the downside, take Michigan, Texas and Florida.  They all have the talent, the facilities, donors, boosters and the support of the school, yet the wrong coach…down they go, and quickly.  Yet, great leadership also has an immediate impact in the positive direction.  Texas A&M, Stanford and Oregon, have all found the right coach, or coaches.  They have taken average teams with inherent disadvantages to the heights of college football.  Nick Saban and Urban Meyer are clearly the best examples of what a difference good leadership can make for a program.  Each has resurrected floundering programs, quickly having major success at more than one school.  Nick Saban has been incredibly successful at both LSU and Alabama, while Urban Meyer was instrumental in taking Florida to multiple championships, and has rapidly turned Ohio State back into a perennial power.

Leaders get the right folks in the right roles, then let them perform. The best coaches have the best staffs  They are NOT afraid to hire good people. It takes a strong leader to hire a talented subordinate, or to take a risk when hiring.  There has been no better example of that adage than Nick Saban’s hiring of Lane Kiffin as his Offensive Coordinator.  Kiffin had issues as a head coach, has a fair bit of baggage, but clearly knows what he is doing when it comes to running an offense.  He might not be the best head coach, but he is certainly really good at what he does.  Saban hired him, has let him run the offense, and thus far the results speak volumes.

Just as Lane Kiffin is a “technical expert” when it comes to offense, it was clear from his tenures at Tennessee and USC, that he was not a head coach and leader.  Technical expertise does not always equate to good leadership.  Charlie Weis was just fired, again, from another head coaching job.  He might be great with an offense, but he is clearly no leader.  Will Muschamp at Florida, a defensive “genius” is standing by to be fired, as are several other technical experts who became head coaches.  It is such a common pitfall. Good salesman – make him the sales manager. Disaster.  Technical skills are not leadership skills.

Sure, College Football is just a game, and extrapolating leadership maxims from head coaches is a dicey proposition, but there are some themes that hold true.  It is tough to argue when the results are binary…someone wins, some loses.  Everything is leadership. The rest matters, but without the proper leader, it is abundantly clear, the team just does not jell and the organization founders.

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A Super Reminder…Passion and PMA

It is that classic American of spectacles, Super Bowl Sunday.  The game, the pageantry, the parties and the food.  Only in America.  Everything about it is bigger, louder, flashier and fattier.  This year was no different.  From the Peyton hype, the NYC centric weather debates, to the Richard Sherman loud mouth or genius arguments, it was a constant stream of media hype, gobbled up by the American public and washed down with Bud Lights by the millions.  The big screen HDTV was invented for just such an occasion.

Other than being reminded of the all too often SEC drubbing of Big Ten/ND teams in BCS bowls, watching the Seahawks out run, hit, swagger, flash and fun the Broncos, I found myself reminded of why I have often viewed Pete Carroll as a great example of leadership.  It was 5 years ago this month I wrote about the then USC head coach and an interview he gave on 60 Minutes.  What struck me then was his passion.  Nothing has changed in those 5 years (maybe my writing has become more concise).  The guy is still as passionate as ever, and that message resonates as strongly as ever.  The results speak for themselves.

It is clear Pete Carroll loves, absolutely loves, what he does.  He loves coaching, he loves his players, he loves the game, the competition, and certainly winning.  The guy has a blast, you can just tell.  He is one of the oldest people in his profession, yet appears and acts as one of the youngest.  His energy and enthusiasm is infectious.  In a profession typified by hyper stressed coaches glaring and screaming, Pete Carroll seems to be having an absolute ball.  Yes his players make mistakes, yes discipline is not absolute, but the lapses are made up for ten fold…mostly.

And for all his fun-loving, good time nature, he is very open about the fact that competition is the driving factor.  Anyone can take anyone’s job.  Every practice, every play, every training session and meeting, it is absolutely about competing and winning.  He holds people to account.  If you are the best at what you do, you play.  If you are complacent, you sit.  It is not mean-spirited, but it is reality.  You play like you practice.

A great many things go into success.  Though passion and a positive mental attitude alone are never enough, things sure are easier with them.  Plus, the pursuit of success tends to just be a whole lot more fun when one wants to be there and is enjoying what they are doing.  It has become cliché, “the NFL is a grind”, but from here, Pete Carroll seems to do it differently, and everyone seems happier and more successful.

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The Promotion Principal – Go With the “Tell”

Peter. Dilbert. Katie, Putt’s Law.  All well-known Principals when it comes to promotion. Well, maybe not the Katie Principle. Regardless, all good satire is based in reality, and these principals and theories of promotion and advancement point out the all too common mistake of placing the wrong person, in the wrong role, for the wrong reasons.  Hiring, promotions and advancement should be based on what the person can do at the next level, not what they have been doing at the current level.

When one looks at some the best college football head coaches, the Nick Saban, Urban Meyer, Bob Stoops types, the one’s who have enjoyed long-term, lasting success, there is a common theme. Yes they are smart “football” guys, but much more importantly, they are great leaders and organizers, salesman and relationship managers. If these guys were not at the top of their profession in coaching, they would be running multimillion dollar businesses. Let’s face it, they are running multimillion dollar businesses.  With every one of those guys, you can just tell, they are just that sharp, they have the “it factor”. They are smart, articulate, level-headed, passionate, committed, driven, focused, impressive and above all, natural leaders.

And the universities that hire folks like that, folks who you can just tell “have it”, continue to have success when change comes.  Look no further than Stanford – David Shaw is as sharp as they come; bright, articulate, polished, driven, focused, and clearly a leader.  No surprise Stanford knew how to replace Jim Harbaugh when he went to the NFL.  They are Stanford after all.  Know your organization and culture, what the role you are hiring for requires, and then find someone who fits the role and the organization.

Then there is the classic mistake of assuming someone who was good at one level is ready to make that jump to the next level.  It is the pitfall of head coach hiring:  promoting the assistant coach or coordinator.  Look no further than the Florida Gators and their ongoing struggles with Will Muschamp.  Muschamp was a very highly respected Defensive Coordinator while at Texas when he took over for Urban Meyer at Florida.  Watching him as a head coach at Florida, well you can just tell he is not in the right role.  Being emotional, fiery, and other such things is great as the number two person in an organization, but it is not what one needs in a head coach.  Ed Orgeron at USC is another great example – the perfect Defensive Coordinator, and a phenomenal person to serve as in interim head coach to lead the Trojans through a turbulent transition period, but not a long-term head coach.  Again, you could just tell.

Contrary to Human Resources, Legal and the general PC nature of our world, there are things that just cannot be quantified.  The more senior the role, the greater the scope, the larger the strategic impact, leadership and interpersonal skills become paramount.  The “it factor”, the polish and poise, the organizational skills, the management and leadership skills, the ability to plan and prioritize, and above all, the emotional maturity all trump technical skills or job experience.  More often than not, when it comes to great hiring, if you truly know what you need, you will just be able to tell who is the right fit.  Go with the tell.

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Nelson Mandela and Leadership

The Greater Good. There are countless lessons to be learned from the life and legacy of Nelson Mandela. As with most great men, saying he was a “complex person” is an understatement. What strikes me, and always has since he was released from prison and ultimately was elected President of South Africa, is how he truly was a leader for all people. His leadership was alway focused on the Greater Good.

It is a story well-known to even the most casual observer of world history – the prisoner of the apartheid regime is released after 27 years, becomes the first elected president of a post apartheid South Africa. In what could have been, and at the time was widely feared to be a potential disastrous transition of power, Mandela was the right man, at the right place, at the right time. His leadership ensured a smooth transition and truly positioned South Africa for its ongoing success well into the 21st Century.

It is sadly ironic that whenever I reflect on Mandela and all that he did for South Africa, and the entire world, I also find myself thinking of the Palestinians and of course Yasser Arafat. Again, there is way too much to the story, but they are both of a certain era and were forged in a crucible of struggle.  As great as Mandela was, it is generous to say Arafat was certainly less so. If Mandela never missed an opportunity, it is safe to say Arafat never missed an opportunity to miss an opportunity.

Mandela led for the Greater Good for all the people of South Africa, black and white. He was very aware of his country, its history, its people, its place in the region and the world. He realized revenge and bitterness were the enemies of progress. He believed in truth AND reconciliation. He forgave and moved forward.  He held himself to a very high ethical standard.  He truly set the example.  Arafat’s record speaks volumes…we can just leave it at that. When Mandela walked out of prison, he left behind the prisoners mindset. He became a true leader and statesman. It was not about him, it was about the Greater Good.

Thankfully most of us will never have to face a fraction of the challenges Nelson Mandela faced.  What we can all do is remember what he learned and ultimately taught us, both in how to lead and how to be a person.  Our mind is our own.  We control how we respond.  And above all, in leadership, keeping an eye on the Greater Good will never steer us wrong.

On a personal note…I was a Stephen Biko guy myself.  One of the best live songs ever.

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Leadership and Organizational Culture…How It’s Not Done

Bullying. Hazing. Harassment. Call it whatever one wishes, but the story out of the Miami Dolphins locker room is without question a glaring example of leadership failure. What has happened between Richie Incognito and Jonathan Martin is plastered throughout the media and there is no need to rehash the details, but there is certainly a need to look at the leadership aspect of the story.  Not just leadership at the top, but all the way through the organization, from the front office, to the head coach, to the position coaches and team captains, and even the players.  Leadership sets the culture, and clearly there is a massive problem.

I have never been an NFL player.  Played a good bit of team sports, been in a locker room or two, shared the banter, the laughs, the jokes, and traditions.  However, if there is one thing football players at all levels tend to love wrapping themselves in, it is the warrior culture.  This story has reminded me of the journey I, and the military in general, shared from the late 80’s to the later 90’s.  To say the military underwent changes in those ten years is an understatement; it was the pre and post Tailhook era.  It was a time when the entire military organization, and the Navy and Marine Corps in particular, underwent a very dynamic shift.  The pre era had its own culture of hazing, harassment, and various “isms”.  It was an interesting time to say the least.  It was needed…we can leave it at that.  As a junior officer, we were right there in the midst of leading that cultural shift.

If there is one thing that the military instilled in us as leaders, especially during that period of change, it is that we all are responsible for the culture of the organization.  We set the tone through our actions and our inactions.  It is a formal aspect of leadership as well as an informal, peer-to-peer, senior to subordinate, and institution wide issue.  We were all responsible for each other, how we are perceived, and the culture we fostered.  We had a responsibility as both leaders and as members of the team, to implement the changes.  We were also, above all else, responsible for those we led, our Sailors and Marines were the most prized, precious item in our charge.

What baffles me as a leader is that the Dolphins as an organization completely failed to provide the leadership needed for their players.  From the front office all the way down, their actions, and especially their inactions, created an environment that has certainly impacted their ability to perform as a team.  Martin left the team and Incognito is suspended.  That is just the obvious.  What other issues will hit them remain to be seen, but I highly doubt they will be performing at a high level.

From a leadership perspective, it all starts at the top.  The Dolphins organization has ownership, general managers, front office Presidents, Vice Presidents and who knows what other titled leaders.  They all to one degree or another set the culture.  The head coach is ultimately responsible for the players.  Did he know exactly what was going on?  Who knows, but he certainly created the leadership team of coaches below him and he set the overall tone for the team.  Should his junior leaders, his position coaches, have known?  Probably so, and I would argue absolutely the Offensive Line Coach should have, he worked with these guys every single day.  Did the player leadership know?  Well, Incognito was a Team Captain, so that answer is obvious.  But above all the other leadership failures, it is the peer-to-peer leadership that truly failed.  Not just as leaders, but as fellow players, the players that make up the Dolphins locker room allowed things to happen to their teammates that are just inexcusable.

The whole story is sad.  There is no other way I can comment than to use the phrase “leadership failure”. The entire culture of the organization, at least in Miami, is a mess.  In an attempt to look for a lesson in all of this, it is the lesson of poor leadership that keeps coming to mind.  Often times we are asked for positive leadership lessons, but sometimes the best lessons are found in failure.  The cultural fiasco that is the Dolphins locker room is a lesson on how not to lead.  That is about the best that can come of this ongoing story.

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