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Strategic Insights For Business Leaders & Their Teams

Investment Capital Growth is dedicated to the personal and professional development of C-Level Executives and the management teams that run modern business. Our blog shares insights and strategies culled from years of entrepreneural and executive experience. Our thought leaders regularly publish business articles to inspire and empower.

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Create Your Own Personal User Manual And Share It With Your Team

Posted by Cliff Locks On March 3, 2021 at 10:05 am / In: Uncategorized

Create Your Own Personal User Manual And Share It With Your Team

A Personal User Manual helps others understand your history, leadership, and communication style, which helps your team and stakeholders to learn more about the real you; plus, you can always return any time to update it.

Cliff Locks - Goals

Contributor: Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

 

Communication Style: Direct and to the point

I am known for:

I am an executive management leader with experience as a President and CEO, VP of Sales & Marketing, acquiring new customers, and supporting operational teams to fulfill the company’s long-term strategic direction and achieve unprecedented success levels along the way. I’m a sales and marketing expert with a proven record of cultivating and securing relationships with major international corporate partners/clients.

I’ve built positive working relationships within large organizations, including Amazon, Walmart, Target, LG, DeLonghi, Haier America (GE Appliances), Breville, Newell Brands (Jarden Corporation), Ford, GM, Toyota, Nissan, Mercedes Benz, and BMW.

Businesses served range in size from early pre-revenue entrepreneurial firms to $520 billion multinationals.

Personal Approach to Work:

  • Plan and Execute
  • Flexible start and end times
  • Time commitments are always met with enthusiasm and punctuality

You’ll find my approach to work is with a solid understanding of the vision of success, and it’s always at the forefront of everything I do. I’m logical, analytical, linear, and data-oriented, very organized, sequential, planned, and detailed-oriented. I’m supportive of my teams and clients, helping them remove obstacles and gain new knowledge to do their jobs better. I’m expressive with praise. I consistently see the big-picture, and my ideation solves challenges.

Preferred Communication Channels: Regularly scheduled 1:1 meetings, normally a scheduled Zoom meeting.

I enjoy setting expectations for my teams and clients. This so important; it’s an essential responsibility that many business owners gloss over. Clear employee expectations benefit not only your staff but your business as a whole.

Feedback Preferences: Very open – give me feedback in any form at any time

Myers-Briggs Type Indicator: ENFJ

  • Here is my results: https://www.truity.com/personality-test/17600/test-results/29891760
  • The most prevalent:
    • ENFJ – The Teacher a 86% Match – ENFJs are idealist organizers, driven to implement their vision of what is best for humanity.
    • ENTJ – The Commander an 82% Match – ENTJs are strategic leaders, motivated to organize others and drive innovation.

 What is Important:

  1. I don’t worry so much about hours worked as about outcomes.
  2. That my team is open and honest with each other.
  3. Everything that needs to be said is said in the room and not whispered afterward.

Every employee should expect to maintain the following behaviors in the workplace:

  • Work with honesty and integrity.
  • Respect each other and be courteous and sensitive to everyone’s needs and concerns.
  • Be accountable for your work.
  • Be flexible about job and task assignments.
  • Be willing to help each other.
  • Ask for help when needed.
  • Be self-motivated and reliable.
  • Be cheerful, positive, and encouraging to other team members.

My Management Style:

  • I want to understand what people are working on and give input when needed.
  • I expect people to be 100% independent, and they don’t need to run actions or decisions by me.

Every employee should have from their management:

  • Proper training, support, and leadership
  • Safe and healthy working environments
  • Full disclosure and explanation of the job responsibilities, company policies, and procedures
  • Regular feedback on performance from supervisors or managers
  • Keep it friendly and ask for input

Leadership Values and Principles:

  • I work with many current and next generation of leaders; their teams always solve complex challenges.
  • Instead of looking outside of the box, get rid of the boxes.
  • Think both in terms of outside-in and inside-out.
  • Focus on root causes instead of symptoms.
  • Approach things through two-directional thinking.
  • Focus on relationships/networks instead of transactions.
  • Collaborate and co-create.
  • Align purpose and profit.
  • Steer away from complacent compliance.
  • Think BIG, plan, and execute!

Career:

  • Expertise as the founder of three entrepreneurial companies, each had a successful exit.
  • Including my firm’s resale with additional assets for KKR – Primedia, $1.2B in cash.
  • Board of Director, Executive Coach, and Angel Investor.

    Fields of experience:

    ♦ Enterprise Software as a Service (SaaS)
    ♦ Multinational Enterprises Global Value Chains – Reshoring and Nearshoring
    ♦ Hydrogen Production & Fuel Cell Technology – CleanTech
    ♦ Wellness, Digital Health, and Organic Produce
    ♦ Financial Portfolio Analysis Software
    ♦ eCommerce Platforms
    ♦ Machine and Deep Learning, AI, Computer Vision, Neuromorphic & Natural Language
    ♦ Smart Manufacturing that applies information and manufacturing intelligence
    ♦ Dental Oral Appliances – Epigenetics, and Biotechnology
    ♦ Nanotechnology
    ♦ Internet of Things (IoT)
    ♦ Augmented Reality and Virtual Reality
    ♦ Supply Chain – Reverse Logistics – Manufacturing
    ♦ Social Media Software

    Executive Specialties: Strategic Organizational Leadership • Strategic Visioning & Direction Setting • Sales & Marketing Strategy • Business Development • Capital Raising • Operations Management • Strategic Analysis & Planning • Market Research & Opportunity Identification • Digital Media • Advertising • Customer Relationship Management • Executive Team Leadership • Financial Control • P&L Management • Mergers & Acquisitions (M&A) • Team Building • Talent Development & Coaching • Kaizen Methodology of Continuous Improvement • Trusted Executive and Professional Confidant

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Making the most of our now with your vision for the team’s bright future

Posted by Cliff Locks On February 24, 2021 at 10:04 am / In: Uncategorized

Making the most of our now with your vision for the team’s bright future

We felt like we could reach out and touch the stars.

A few years ago, my family and I went stargazing in a remote location. Without city lights to obscure our view, every tiny dot of brilliance shone crystal clear. As we looked through the telescope, we were awestruck by the countless stars and swirls of the Milky Way. In that moment, we felt connected to something bigger than ourselves.

The future is bright

Contributor: Gary Burnison, Korn Ferry, CEO, with insights from Cliff Locks, Investment Capital Growth, Managing Director

Today, we all need this same cosmic shift in perspective. When we look through the eyepiece of a telescope, what is distant suddenly zooms closer. But if we look through the wrong end of the telescope, things shrink away from us.

We need to ask ourselves, which end of the telescope are we looking through?

That question is more important than ever. A survey of global professionals conducted by Korn Ferry told a shocking story: 60% of respondents said stress, boredom, and sadness best describe their mood. Obviously understandable, for sure. We are connected, yet isolated—hopeful, yet numb. Maybe part of the problem is actually the lens we’re looking through.

Ironically, it’s the glimmers of hope that make us impatient. With every piece of “good news”—cases declining, some people receiving the vaccine—we just want it to be over. It’s like when you’re on a long road trip and the last 50 miles drag endlessly.

As paradoxical as it may sound, when nothing seems to be progressing, we actually can make the most progress! When everything appears unchanged externally, we experience tremendous growth internally. When things seem so far away, they are much closer than they appear. When we clearly see just how far we’ve come, we appreciate more fully just how capable we’ve become. And it all happens in a moment.

I’ll never forget when I got that call a few years ago. It came out of nowhere—and yet it really wasn’t a surprise. As soon as I heard my cousin’s voice, telling me my uncle wasn’t doing well, there was no mistaking her meaning. I was on my way to New York on business and immediately got on a connecting flight to Kansas to see my uncle one more time. When I arrived at the nursing home, I instantly saw just how frail he had become.

He knew and I knew—but we let it be the unspoken truth. It was just my uncle and me in that small room. My uncle was one of the strongest people I knew, and there he was—smiling at me. The last thing I wanted to do was break down in front of him. And so, I didn’t think about the days ahead or what would come next. Embracing the moment was all that mattered.

We reminisced about old times. My uncle had worked at the local oil refinery and had remodeled my aunt’s house himself—everything from the framing to the plumbing. He had taught me how to fish. Even though my eyes misted as I gave him one last hug, I felt far more gratitude than sadness. As I left the nursing home and stepped out into that hot Kansas sun, I finally let my tears flow.

Today, despite sporadic green shoots all around us, we still must embrace this moment before we can own the next. Here are some thoughts:
• Our existential moment. Over the past year, companies and even entire industries have transformed. It has happened on a personal level, too—and to all of us. Everyone has stories. “Who we are in February 2021 is not the same as who we were in March 2020,” Bryan Ackermann, Managing Partner of Korn Ferry’s Global Leadership and Professional Development Practice, told me this week. If we’re not self-aware, we can lose our perspective on just where we are. “Are we still in the old world or in the new world? Do we have a foot in some weird hybrid of both?” Bryan commented. These questions can be a welcome opportunity to continually shift our focus to the bigger picture of what we value, how we find meaning, and who we want to become.

• The neutral zone. Even as we look ahead with optimism, the reality is we’re not quite there yet. We’re in transition—moving through a neutral zone—from one place (physical, mental, emotional) to the next. “We’re like trapeze artists, flying through the air ungrounded,” David Dotlich, PhD, a CEO and Board advisor and a senior leader at Korn Ferry, said “We can’t make the next trapeze appear automatically. We have to wait for it. And as it approaches, we have to let go of the old trapeze so we can reach for the new one.” Being “up in the air” can feel uncomfortable. But in that instant, we develop the courage and creativity that will bring us closer to whatever comes next.

• Making the most of our “now.” We have a choice of what we see: obstacles or opportunities. When Christina Gold, former CEO of Western Union and a member of several boards, including ours, started out in her career, there were few opportunities for women. As she related to me, her first job out of college was counting coupons for the local grocery store—at a time when a man with a college degree could easily land a supervisory position. Her break came when she was hired by Avon as an inventory clerk. Christina went on to a series of firsts in her career, but always made the most of the here and now—which led to the top spot at Western Union. “I never thought of what I faced as being obstacles,” Christina told me. In other words, her attitude was her altitude.

Look up, look out, look forward. The signs of hope that had once seemed as unreachable as the most distant star are suddenly within our grasp. Indeed, we can see the future—but only if we ground ourselves in this moment.

Success is measured by what you and your team accomplish towards fulfilling your strategic goals, ensuring they are aligned with the company’s vision of success.

Let’s work together on creating the tools:

  1. Develop a One-Page Strategic Plan.
  2. Set the top company priorities.
  3. Create clear, measurable objectives.
  4. Use one-on-one check-ins with your team members.
  5. Maintain an ongoing feedback loop with early corrective action and positive praise.

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Believe to Achieve – Why it’s critical in these times for leaders to train others to lead

Posted by Cliff Locks On February 17, 2021 at 10:04 am / In: Uncategorized

Believe to Achieve – Why it’s critical in these times for leaders to train others to lead

Come gather ’round people

Wherever you roam …

       – Bob Dylan, The Times They Are A-Changin’

For organizations today, the times they are a-changin’ — and to make it ashore, we need to keep believin’.

Many years ago, a ship out in the middle of the ocean was rocked by a fierce storm. Everyone had to abandon ship. After countless days in a small life raft, the captain finally stood on the beach of a deserted island, surrounded by 10 other wet, cold, and scared people.

Instinctively, the captain reassured the others that they would be rescued. In the meantime, the priorities were shelter, fire, and food. People worked together in small groups—and they began to believe.

Light-after-the-Storm-300x198

The captain climbed a hill above the beach to search the horizon for signs of a rescue. Instead, the captain saw at least 10 more life rafts being carried toward the island by the tide. “We’re going to have company,” the captain called out to the others. “Soon, there will be 100 or so people on this beach—and they need our help.”

“Lucky for them, you’re here to take charge,” someone called out from the group, and many others nodded.

“No,” said the captain. “That’s not going to work. There will be too many for one person to lead directly. I need each of you to meet one life raft and help those people for the next few days until we get rescued.”

The group didn’t look happy. “How will we do that?” they asked.

“The same way I did,” the captain said. “It’s not that difficult—reassure them about their future, help them understand what needs to be done now, and be clear about their accountability within their capabilities.”

“So, what will you be doing?” another person asked.

The captain explained: “It’s my job to help each of you become the leader that your team needs.”

The captain’s fable, which was shared with me this past week by Peter O’Neill, a colleague in Europe, reminds us that there may be many life rafts approaching this year— filled with people who are in search of hope, help, and heroes—and we each must rise up and bring them ashore.

And, just as in the fable, we need the ABCs of leadership: AccountabilityBelief, and Capability.

  • Accountability. The accountability we wish to see in others starts with each of us. In other words, we must first be accountable to ourselves for our own behaviors. Believe it, say it, mean it, act it!
  • Belief. When we believe we can make a difference—that change is possible—then our actions will follow. But if we don’t believe, we won’t achieve.
  • Capability. This is a broad brush: listening, connecting, inspiring, giving and getting honest feedback, expanding networks, exploring with others, and constantly looking for opportunities to learn. It’s all about allowing belief and accountability to shine through actions.

Contributor: Gary Burnison, Korn Ferry CEO. The tide is changing—and the life rafts are coming in. They’re filled with colleagues and clients; they’re carrying family and friends. We will all be accountable for who we are—and how we show up: as partners, parents, neighbors, and citizens. Indeed, we must believe.

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

How to be agile, adaptable, and resilient, you will not only survive—but thrive.

Posted by Cliff Locks On February 10, 2021 at 10:06 am / In: Uncategorized

How to be agile, adaptable, and resilient, you will not only survive—but thrive.

Thrive

Contributor: Gary Burnison, Korn Ferry CEO and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Potential. It’s the common denominator for all of us. Yet, it will always remain a mere fraction—substantially less than one—without the numerator of opportunity.
 

“I’m going on a date tonight,” one of my daughters announced excitedly this week. “We’re having dinner together.”

Given the lockdown, I wondered how that was going to work.

“It’s by Zoom,” she told me and went on to explain they were having food simultaneously delivered.

Instantly, I was reminded of the first time I heard of internet dating sites to “meet” people and wondered how that would work. Yet, it has—different times always demand another level of adaptation.

Flash back a few weeks ago, when my family and I socialized with another family on New Year’s Day. We didn’t give a second thought to having to be outside, masked, and socially distant. But when my friend brought out a treasured vinyl LP to play some music for us, my first thought was I could do the same thing with an app on my phone. For my friend, though, the physical album was clearly a tangible part of the whole experience. In his mind, it was the only way to listen to this “classic.”

I get it—nostalgia has its attraction. For me, seeing that album took me back to my hometown record store. I can distinctly remember going there to buy a record of “Midnight Train to Georgia” by Gladys Knight & the Pips. Later, when I was in college, I’d go to Tower Records.  I’d stand in front of displays of my favorite artists, walking my fingers across stacks of albums, flipping from one cool cover to the next.

Now it’s a swipe left, swipe right world.

So many things that used to be special have become commonplace—like travel. Growing up, I’d see pictures in “old” magazines of people all dressed up to get on an airplane. Flash forward, now we’ve taken it to ultra-uber-casual.

Until we reflect, we just don’t realize how much has changed—even the little things. Pre-Covid, I used to start each day early, reading newspapers and magazines for a couple of hours. Now, I start with a walk—always with phone in hand and buds in ears, scrolling the headlines, listening to Audible books on tape, and calling to catch up with friends and clients. Then, I head back home to work, as I have over the past 10 months and counting – understanding that so many on the front lines don’t have this option. Just a year ago, all of this would have been unthinkable.

Mindset is a conscious choice—one we make every minute of every day. We need to ask ourselves: What lens are we looking through? Do we resist change? Or, do we embrace it—a chance to expand our perspectives and seek out opportunities to meet new people, learn new things, and have new experiences? Paraphrasing slightly, Aldous Huxley, the philosopher and author, observed: “Experience is not what happens to you; it is what you do with what happens to you.”

Change continually confronts us. There’s no escaping it. That’s not to say change isn’t hard at times. For many, the losses suffered recently have been very difficult, even, excruciating at times. And yet, here we are. It’s good to remind ourselves just how far we’ve come—and how resilient we can be.

With change comes an abundance of opportunity. And that’s how we actually exceed potential. Here are some thoughts:

  • Take a bow. We don’t give ourselves enough credit. We’ve adapted more in the past few months, and at a faster pace, than we have in years. Yet, we’ve been moving so fast, we probably don’t understand, recognize, or appreciate how much has changed in every aspect of our lives. Frustrating and exhausting at times—yes, but also an accomplishment we can all be proud of. The fact is humans are wired to be agile and adaptable. As Charles Darwin observed: “It is not the strongest of the species that survives, it is the one that is most adaptable to change.” Having proved just how agile, adaptable, and resilient we are, we know we will not only survive—but thrive. And that’s a very good thing—because in the next two years, we will see more change than we have in the past ten. What that will entail exactly may not be clear just yet. But make no mistake—the seeds of seismic change have been planted.
  • “Comparison is the thief of joy.” These wise words from President Theodore Roosevelt remind us of the danger of measuring today against the nostalgia of yesterday or some idealized vision of tomorrow. It’s a formula for disappointment. We learned this in the early days of the pandemic when we longed for the “normal” of what used to be and tried futilely to replicate it. As Evelyn Orr, Chief Operating Officer of the Korn Ferry Institute, shared, “The more we let go of the past, the more we greet the new. Instead of trying to meet some previous standard, we can create new experiences that are not diminished by comparisons to what we used to do.” As such, that object in the mirror—the one that’s “closer than it appears”—will never pass us by.
  • Appreciating relief, respecting loss. We need to be honest with ourselves: change stirs a multitude of emotions. Even a positive experience—a new job, a new relationship, moving to a new home—is stressful. Rather than judging our experiences as “good” or “bad,” we must simply acknowledge what we’re feeling. For example, people who used to deal with the grind of near-constant business travel might feel relief now that they’re home every day. At the same time, they probably also feel loss over not being able to travel to different places. “Relief and loss are two sides of the exact same coin. We hope that change brings relief, just as we fear loss will come with it, the suggestion is to embrace change.
  • Fail fast, learn faster. The pandemic has made novices of us all. It’s made us humble, which should lead to self-awareness and, ultimately, to learning. But where there’s learning there will be challenges and even failure, especially at the beginning. That’s why, over the years, I’ve encouraged colleagues to “fail fast, fail often”—because if we’re not failing, we’re not learning. Indeed, the only real failure is failing to fail! We should always be a “new beginner” at something. To make the learning process faster and more successful, use an experienced executive coach, to help guide your path forward.

 

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The entire social media marketing market will vanish, hard to believe as Google’s ad campaign revenue totaled $135 billion, while Facebook’s reached nearly $70 billion. Taken together, this is roughly 35% of all global advertising expenditures.

Posted by Cliff Locks On February 3, 2021 at 10:07 am / In: Uncategorized

The entire social media marketing market will vanish, hard to believe as Google’s ad campaign revenue totaled $135 billion, while Facebook’s reached nearly $70 billion. Taken together, this is roughly 35% of all global advertising expenditures.

Today, just a few decades after the arrival of the internet, Google and Facebook together command more advertising dollars than all print media on the planet. Google-and-Facebook-300x169

In 2019, Google’s ad campaign revenue totaled $135 billion, while Facebook’s reached nearly $70 billion. Taken together, this is roughly 35% of all global advertising expenditure.

Fueled by open source e-commerce platforms, mobile devices, and advances in online payment infrastructure, social media marketing has replaced virtually the entire traditional advertising industry. That took fewer than fifteen years.

And the numbers are huge. In 2019, the global advertising industry reached nearly $600 billion, driving Google’s valuation to $1 trillion and Facebook’s above $600 billion.

All this value is fueled by our searches: our likes and dislikes, what we desire, who our friends are, and what we (and they) are clicking on.

But with a blitzkrieg of technologies converging on the industry, advertising will continue to change. First, it’s likely to get a little more invasive and a lot more personal. Yet this won’t last, per contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University. Not long after, the entire social media marketing market will vanish.

How long will that take? We give it ten to twelve years.

Let’s dive in…

Advertising in Our Virtually Enhanced World

Because of the convergence of high-bandwidth 5G connectivity, augmented reality eyewear, our emerging trillion-sensor economy, and powerful AI, we have gained the ability to superimpose digital information atop physical environments—freeing advertising from the tyranny of the screen.

Imagine stepping into a future Apple Store. When you approach the iPhone display, a full-sized AR avatar of Steve Jobs materializes to give you a tour of the product’s latest features. Avatar Jobs is a little too much, so with nothing more than a voice command, he’s replaced with floating text—and a list of phone features hovers in the air in front of you. After you’ve made your selection, eschewing the iPhone for a new pair of AR iGlasses, another voice command is all it takes to execute a smart contract.

Next, glasses on, you head over to a friend’s house. While chatting in her kitchen, you gaze at her new cabinets. Sensors in the glasses track eye motion, so your AI knows your focus has been lingering.

Via your search history, it also knows you’ve been considering remodeling your kitchen. Because your smart recommendation preferences are turned on, cabinet prices, design, and color choices fill your field of vision. It’s a new form of advertising: either an extension of frictionless shopping, or a novel type of spam.

The early version of this reality is already here. Known as “visual search,” the feature is currently available from a range of companies.

For example, a partnership between Snapchat and Amazon, called Visual Search, allows you to point their app-camera at an object, then get a link showing either the product itself or something similar, available for purchase.

Pinterest, meanwhile, has a multitude of visual search tools, such as Shop the Look, which uses machine learning to “dot” every object in a photo. Like the couch? Click the dot. The site will find you similar products for sale. Or take Lens, their real-time visual search tool. Point the app-camera at a scene and the app will generate links to all the products in that scene.

Google takes this one step further. Released in 2017, their Google Lens app is a general visual search engine. It does more than just identify products for sale—it decodes an entire landscape. You can learn anything you want: the botanical breakdown of the plants in a flowerbed, the breeds of dogs romping through a park, the history of the buildings lining a city street.

And IKEA has taken things the farthest. By using their AR app via smartphone, you can map your living room into a digital version with exact dimensions. Need a new coffee table? Their technology lets you try out different styles and sizes. It will even allow you now to preview multiple pieces of furniture at once. Your choice triggers a smart payment, and just like that, an Ikea customized coffee table is delivered at your doorstep. Need help assembling? Their AR app can walk you through it step-by-step.

All this visual search competition has kicked development into overdrive, spiking consumer adoption rates as well. As more people use these systems, more data is fed back to the AI running them. By fall of 2018, this feedback loop had pushed visual searches above a billion queries a month.

Pretty much every global brand is preparing for a world of “point, shoot, and shop.” But it could get even creepier. 

Hyper-Personalized Advertising

You’ve been spotted. You’re just out for a casual stroll through a department store, and their facial recognition system has you in its sights. Your AR glasses light up: “Hi Sarah, great to see you. . .”

You forgot to change your preferences to “Do Not Disturb.” A microsecond later, the store’s TV monitors continue the assault.

Maybe it’s a hologram or the President of the United States calling out your name, “Sarah, just one second. Your pores are a matter of national security. I want to tell you that your genome sequence matches a new line of L’Oréal skincare products.”

When you don’t respond to POTUS, the AI switches tactics. Now it’s Mom. You flinch, involuntarily. Her voice is deeply imprinted on your brain. But you know better, and just keep walking.

Sometimes it’s your favorite movie stars (based on data from your Netflix account), or your favorite sports star (based on internet searches).

Does this sound like a far-off fantasy? Guess again.

The Age of Jarvis & The End of Advertising Itself

From the Mad Men of old to the Madder Men of today, the purpose of advertising hasn’t changed: to sell you stuff. So ads extol benefits: Buy X because it’ll make you Y—sexy, successful, shiny, whatever.

But what happens when you are no longer the one making the buying decisions? That’s when Shopping JARVIS comes to the rescue.

Imagine a future when you simply say: “Hey JARVIS, buy me some toothpaste.”

Does JARVIS watch TV? Did he happen to catch those late-night ads filled with bright-white smiles? Of course not.

In a nanosecond, JARVIS considers the molecular formulations of all available options, their cost, the research that supports their teeth-whitening claims, published client-satisfaction reports, and evaluates your genome to determine the flavor formulation most likely to tingle your taste buds. Then it makes a purchase.

Taking it a step further, in the future, you’ll never actually have to order toothpaste. JARVIS will be monitoring your supply of regularly consumed items—from coffee, tea, and almond milk to toothpaste, deodorant, and all the rest—and will order supplies before you realize what needs restocking.

How about purchasing something new? That drone your son wants for his birthday? Just specify functionality. “Hey JARVIS, could you buy me a drone for under $100 that is easy to fly and takes great photos?”

What about fashion decisions? Will we trust our AIs to choose our clothes? Seems unlikely, until you consider that AIs can track eye movement as we window-shop, listen to our daily conversations to understand our likes and dislikes, and scan our social feeds to understand our fashion preferences as well as those of our friends. With that level of detail, Fashion JARVIS will do a pretty accurate job of selecting our clothing—no advertising required.

Final Thoughts

In the next decade, expect advertising to get far more personalized—learning from an explosion of layered data and expanding into new surfaces of our digitally superimposed world.

Next, we’ll be heading toward a future in which AI will take over the majority of our buying decisions, continually surprising us with products and services we didn’t even know we wanted.

Or, if surprise isn’t your thing, just turn that feature off and opt for boring and staid. Either way, it’s a shift that threatens traditional advertisers, while offering considerable benefits to the consumer.

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Building a Better Board/CEO Partnership: How Boards Can Find the Right Balance

Posted by Cliff Locks On January 27, 2021 at 10:08 am / In: Uncategorized

Building a Better Board/CEO Partnership: How Boards Can Find the Right Balance

The COVID-19 health crisis and accompanying business disruption require boards and CEOs to chart a near-term response and develop a longer-term strategy for accelerating out of the downturn and winning in a post-COVID world. How well a company emerges from the crisis will have much to do with the ability of the board and CEO to align on a future direction and work effectively together on the plan.

 

Board of Directors

Contributors: George Anderson, Claudius Hildebrand, Robert Stark, at Spencer Stuart and Cliff Locks at Investment Capital Growth

 

The crisis only heightens the inherent tension between the board’s responsibility to serve as a supportive partner to the CEO and to hold the CEO accountable for performance. Managing the tension between the two is a difficult balancing act. Boards can be too complacent — ceding too much responsibility for strategy and performance to the CEO — or over-involved, hyper-focused on measures of short-term performance or pushing for too-frequent changes in strategy.

CEOs frequently report feeling isolated and under-supported by their boards. All too often, a relationship with a particular director is the thread that holds things together along with the use of a trusted executive confidant, like Cliff Locks. And with fewer experienced CEOs serving on boards today, sitting CEOs are less likely to have a peer who truly understands what they are dealing with. How can boards strike the right balance between support and accountability so that they work more effectively with the CEO on long-term value creation?

 Spencer Stuart’s research into the CEO Life Cycle — a rigorous analysis of performance data for 750 S&P 500 CEOs, including more than 7,000 data points and interviews with more than 50 CEOs and board directors — shows that boards have a significant impact in shaping company and CEO performance when they encourage transparency and collaboration. Equally, CEOs need to establish and maintain trust by sharing information and engaging the board in meaningful dialogue, so that directors feel like they have sufficient opportunities to share their views and support the CEO. The CEO Life Cycle reveals the importance of the board’s support of the CEO at key moments, including investing time in the new CEO’s transition, creating alignment around realistic expectations throughout the CEO’s tenure, committing to the kind of reinvention and renewal required for future growth, and overseeing a robust, forward-looking succession process.

The CEO Life Cycle

Support the CEO’s transition

CEO selection marks the start — not the end — of a CEO transition. After a long succession process, boards tend to celebrate the wisdom of their decision and move on to the next thing, leaving the transition in the CEO’s hands.

 Spencer Stuart’s research found that when boards and CEOs invested in building trust early, CEOs were less likely to experience a deep Sophomore Slump and were less likely to be ousted. Boards can help set the tone early by expressing their preferences on the ideal cadence and style of communication, the use of meeting time and their role in developing strategy.

“We want to be more engaged in building that strategy, and make sure that we are all owning that together.”

“We have told [the new CEO] that unlike the past, we do not want the CEO to bring to us a fully baked strategy. We want the CEO to bring us ideas. We want to be more engaged in building that strategy, and make sure that we are all owning it together,” one director told us. When the board views itself as a partner in developing strategy, it can help build trust with the CEO. “We’re all in this together. If we determine we’ve made the wrong decision, we’ve made it together. He’s not going to be out there on the limb by himself. That’s a change in tone from how we’ve operated in the past.”

It’s also important to begin building the personal relationships that will sustain the partnership over time. CEOs can feel unsupported when directors don’t seem to fully understand how difficult some big initiatives are to execute. Wise CEOs strive to develop one-to-one relationships with individual directors outside of the boardroom to seek advice and feedback on ideas, and this builds trust over time. Directors can encourage these interactions by hosting informal dinners and activities and making time to meet with the CEO one on one, even when it seems more efficient to plan small group gatherings. One CEO who commits to meeting with directors when traveling learned that meeting even with two directors at a time changes the dynamic significantly and is much less valuable for relationship-building.

Align on realistic expectations

Unrealistic and misaligned expectations are often at the root of adversarial board and CEO relationships. Every CEO journey is unique, but the CEO Life Cycle framework can help the board and CEO understand where they are and what may lie ahead, enabling them to discuss potential risks and opportunities at each stage. With less ambiguity, boards and CEOs can view performance in terms of the larger context and avoid overreacting in moments of doubt or tolerating mediocrity for too long.

 Spencer Stuart’s research found that when CEOs and boards worked to stay aligned, they were more likely to create the conditions for driving long-term change and insulating the management team from unnecessary short-term pressure. During the Sophomore Slump period, for example, most CEOs experience a decline in performance. “In the second year reality often sets in. You’ve already taken advantage of the best opportunities and now have to refine plans and reassess your team,” explained one former CEO. How the CEO responds during this period and the support the board provides can set the stage for high performance or under performance in the succeeding years. “Either you survive,” the director said, or the board determines that “The CEO’s not working.”

Boards have an ongoing responsibility to monitor performance and recognize when it’s time to support, challenge or change the CEO. Amid a major strategic initiative with a longer-term payoff for the business, CEOs are looking for support. “It’s during those really difficult time periods, that’s when good companies have a solid and supportive board for the CEO.” But boards also need to be alert to changes in the CEO’s motivation or energy that could signal a need for a change. “When an individual has been in a role for five, six, seven years, they either get a little tired or they are ambitious and want to do more,” observed one director.

Boards can make sure they use their time with the CEO to check on progress and maintain alignment. A natural time for these conversations is the formal executive session. Reserving that time for a substantive, but intimate discussion of the issues that are on the CEO’s mind can help build a trusting environment and reinforce their mutual responsibilities. “It’s very important that the board handle that in an appropriate way. The board has to be open and appropriately supportive, surrounding the CEO with the resources needed to do what they need to do be successful.”

Boards can make sure they use their time with the CEO to check on progress and maintain alignment. A natural time for these conversations is the formal executive session.

Commit to ongoing renewal and change

A protective mindset can emerge when the strategy is working great and the team is humming. “There’s a tendency to think if the results are all right, the CEO’s doing a good job. Boards must be far more thoughtful about what’s around the corner and whether the CEO can meet those challenges,” one director told us. It is in the late stages of a tailwind period — rather than during headwind periods — when CEOs have freedom to adjust or place new bets on the future. As one board member explained, “By the time you smell the fire in the boardroom, it is often too late.”

Spencer Stuart’s research found that CEOs who are successful over the long term learn to reinvent themselves and their companies at a pace that is as fast as the world is changing, and boards of these companies expect and support reinvention. These leaders were more likely to reinvent their approach to leadership, transform the organization and think in terms of long-term impact or purpose, resisting complacency and incremental thinking.

It’s not just the CEO who has to guard against complacency and seek renewal. Boards also can get comfortable with solid performance and incremental change and stop pressing for the kind of reinvention and bold moves companies need to thrive today. “The world is moving in a certain place, and that’s what we have to compete against — not just our peers.” Boards will be in a better position to ask the right questions for the future when they have the right mix of expertise in the boardroom. “You actually have those discussions in the boardroom. The whole water level starts to go up a little bit.”

Directors also can fight complacency by finding opportunities for ongoing learning. These could include factory visits, meetings with customers or experts, or spending a day with management, which can help directors stay close to the business and understand the pace and intensity of the challenges facing the company, beyond what directors would hear in a boardroom discussion.

It’s not just the CEO who has to guard against complacency and seek renewal. Boards also can get comfortable with solid performance and incremental change and stop pressing for the kind of reinvention and bold moves companies need to thrive today.

Plan for CEO succession

CEO succession planning “is one of the biggest stumbling blocks for many who would otherwise be perceived as great CEOs,” one CEO told us. Ultimately, a CEO won’t be considered great if “at the end of the day, they didn’t instill the confidence in that shareholder base that the person taking their place is going to be able to follow their performance.” A PwC study found a much higher risk that successors of long-serving, high-performing CEOs will significantly under perform and be forced out of office. Our research found that the risk of failure was significantly lower when boards were actively involved in succession planning and the successor’s development.

The risks for boards neglecting succession planning are great. Transitioning CEOs is one of the hardest things a board has to do, and it’s even harder for boards to confront when performance is middling — when there is no burning platform for change. “There’s nothing really forcing you to do it,” said one director, describing the conundrum for boards.

Some CEOs are more willing than others to examine their own performance and motivation. Said one, “I was losing a little bit of my energy. I always say you need to step down when you can’t put on the uniform the way you used to.” But it’s up to the board to ensure that it has regular conversations about long-term value creation and the CEO’s time horizon. Understanding the natural headwinds and tailwinds CEOs will face during their tenure, the board should lead frank conversations about whether or not the CEO has the energy and ability to renew the strategy and organization to unlock value or the company’s next phase.

In addition to these conversations with the CEO, the board should actively manage a succession planning process that’s based on a forward-looking strategy for the company, which will shape the criteria for the next CEO. The process also should include thorough and thoughtful assessments of internal candidates with the goal of helping them get ready for the role within a certain time frame. Directors should get to know members of senior leadership in formal and informal settings.

The lead independent director, in particular, has to be a close partner to the CEO, setting the right expectations and tone from the beginning, closing the loop on questions and board feedback, and checking in periodically. Cliff Locks is available to be your lead independent director.

Embedding renewal in board processes

As part of their annual self-assessment, boards typically consider questions about the relationship between the board and CEO: How effective is the relationship? Does the board strike the right balance between its monitoring role and its advising role? Where does the board add value in the relationship? Where does the board misstep or struggle in that relationship? Our research suggests that boards should go further, not only asking about how effective the relationship is, but also how they can best support the CEO given where he or she is in the CEO Life Cycle.

For many boards, the compensation committee or nominating/governance committee can take the lead in CEO development and ensuring the CEO has the necessary support. An increasing number of compensation committees are expanding their mandate to include leadership development — sometimes changing their name to “management development and compensation committee” to reflect the broader mandate. Those that do are likely to consider a range of people issues, including leadership development, succession planning, CEO tenure and where the CEO is in the Life Cycle. Ideally, these conversations would happen a couple times a year to ensure the board and CEO are partnering on development.

While all directors should build a one-to-one relationship with the CEO early in his or her tenure, certain board leaders are better placed to facilitate board/CEO communication. The lead independent director, in particular, has to be a close partner to the CEO, setting the right expectations and tone from the beginning, closing the loop on questions and board feedback, and checking in periodically. Ideally, this relationship is one of transparency and mutual understanding about what excites and worries the other about leading the organization forward. During our interviews, CEOs and directors often expressed how frameworks like the CEO Life Cycle can help initiate a dialogue and chart a new approach to working together.

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Getting you up to speed for exponential change – Think BIG!

Posted by Cliff Locks On January 20, 2021 at 10:06 am / In: Uncategorized

Getting you up to speed for exponential change – Think BIG!

Highly successful people practice exponential thinking and you can too. Exponential business models aren’t designed to create a better company or product. They’re used to create a vastly different company or product. Think Amazon and Uber. Exponential technologies shape every aspect of our lives. These technologies include artificial intelligence (AI), virtual reality (VR), data science, digital biology, making hydrogen directly from sea water, digital fabrication, robotics, and autonomous vehicles.

Exponential Change

Contributors: Peter Diamandis and Cliff Locks [Note: This article incorporates  excerpts from Peter Diamandis book The Future Is Faster Than You Think, co-authored with Steven Kotler.]

What’s faster than autonomous vehicles and flying cars?

Try Hyperloop, rocket travel, and robotic avatars. Hyperloop is currently working towards 670 mph (1080 kph) passenger pods, capable of zipping us from Los Angeles to downtown Las Vegas in under 30 minutes. Rocket Travel (think SpaceX’s Starship) promises to deliver you almost anywhere on the planet in under an hour. Think New York to Shanghai in 39 minutes.

But wait, it gets even better…

As 5G connectivity, hyper-realistic virtual reality, and next-gen robotics continue their exponential progress, the emergence of “robotic avatars” will all but nullify the concept of distance, replacing human travel with immediate remote telepresence.

Let’s dive in.

Hyperloop One: LA to SF in 35 Minutes

Did you know that Hyperloop was the brainchild of Elon Musk? Just one in a series of transportation innovations from a man determined to leave his mark on the industry.

In 2013, in an attempt to shorten the long commute between Los Angeles and San Francisco, the California state legislature proposed a $68 billion budget allocation for what appeared to be the slowest and most expensive bullet train in history.

Musk was outraged. The cost was too high, the train too sluggish. Teaming up with a group of engineers from Tesla and SpaceX, he published a 58-page concept paper for “The Hyperloop,” a high-speed transportation network that used magnetic levitation to propel passenger pods down vacuum tubes at speeds of up to 670 mph. If successful, it would zip you across California in 35 minutes—just enough time to watch your favorite sitcom.

In January 2013, venture capitalist Shervin Pishevar, with Musk’s blessing, started Hyperloop One with myself, Jim Messina (former White House Deputy Chief of Staff for President Obama), and tech entrepreneurs Joe Lonsdale and David Sacks as founding board members. A couple of years after that, the Virgin Group invested in this idea, Richard Branson was elected chairman, and Virgin Hyperloop One was born.

“The Hyperloop exists,” says Josh Giegel, co-founder and chief technology officer of Hyperloop One, “because of the rapid acceleration of power electronics, computational modeling, material sciences, and 3D printing.”

Thanks to these convergences, there are now ten major Hyperloop One projects—in various stages of development—spread across the globe. Chicago to DC in 35 minutes. Pune to Mumbai in 25 minutes. According to Giegel, “Hyperloop is targeting certification in 2023. By 2025, the company plans to have multiple projects under construction and running initial passenger testing.”

So think about this timetable: Autonomous car rollouts by 2020. Hyperloop certification and aerial ridesharing by 2023. By 2025—going on vacation might have a totally different meaning. Going to work most definitely will.

But what’s faster than Hyperloop?

Rocket Travel

As if autonomous vehicles, flying cars, and Hyperloop weren’t enough, in September of 2017, speaking at the International Astronautical Congress in Adelaide, Australia, Musk promised that for the price of an economy airline ticket, his rockets will fly you “anywhere on Earth in under an hour.”

Musk wants to use SpaceX’s megarocket, Starship, which was designed to take humans to Mars, for terrestrial passenger delivery. The Starship travels at 17,500 mph. It’s an order of magnitude faster than the supersonic jet Concorde.

Think about what this actually means: New York to Shanghai in 39 minutes. London to Dubai in 29 minutes. Hong Kong to Singapore in 22 minutes.

So how real is the Starship?

“We could probably demonstrate this [technology] in three years,” Musk explained, “but it’s going to take a while to get the safety right. It’s a high bar. Aviation is incredibly safe. You’re safer on an airplane than you are at home.”

That demonstration is proceeding as planned. In September 2017, Musk announced his intentions to retire his current rocket fleet, both the Falcon 9 and Falcon Heavy, and replace them with the Starships in the 2020s.

Less than a year later, LA mayor Eric Garcetti tweeted that SpaceX was planning to break ground on an 18-acre rocket production facility near the port of Los Angeles. And April of this year marked an even bigger milestone: the very first test flights of the rocket.

Thus, sometime in the next decade or so, “off to Europe for lunch” may become a standard part of our lexicon.

Avatars

Wait, wait, there’s one more thing.

While the technologies we’ve discussed will decimate the traditional transportation industry, there’s something on the horizon that will disrupt travel itself. What if, to get from A to B, you didn’t have to move your body? What if you could quote Captain Kirk and just say “Beam me up, Scotty”?

Well, shy of the Star Trek transporter, there’s the world of avatars.

An avatar is a second self, typically in one of two forms. The digital version has been around for a couple of decades. It emerged from the video game industry and was popularized by virtual world sites like Second Life and books-turned-blockbusters like Ready Player One.

A VR headset teleports your eyes and ears to another location, while a set of haptic sensors shifts your sense of touch. Suddenly, you’re inside an avatar inside a virtual world. As you move in the real world, your avatar moves in the virtual.

Use this technology to give a lecture and you can do it from the comfort of your living room, skipping the trip to the airport, the cross-country flight, and the ride to the conference center.

Robots are the second form of avatars. Imagine a humanoid robot that you can occupy at will. Maybe, in a city far from home, you’ve rented the bot by the minute—via a different kind of ridesharing company—or maybe you have spare robot avatars located around the country.

Either way, put on VR goggles and a haptic suit, and you can teleport your senses into that robot. This allows you to walk around, shake hands, and take action—all without leaving your home.

And like the rest of the tech we’ve been talking about, even this future isn’t far away.

In 2018, entrepreneur Dr. Harry Kloor recommended to All Nippon Airways (ANA), Japan’s largest airline, the design of an Avatar XPRIZE. ANA then funded this vision to the tune of $10 million to speed the development of robotic avatars. Why? Because ANA knows this is one of the technologies likely to disrupt their own airline industry, and they want to be ready.

ANA recently announced its “newme” robot that humans can use to virtually explore new places. The colorful robots have Roomba-like wheeled bases and cameras mounted around eye-level, which capture surroundings viewable through VR headsets.

If the robot was stationed in your parents’ home, you could cruise around the rooms and chat with your family at any time of day. After revealing the technology at Tokyo’s Combined Exhibition of Advanced Technologies in October, ANA plans to deploy 1,000 newme robots by 2020.

With virtual avatars like newme, geography, distance, and cost will no longer limit our travel choices. From attractions like the Eiffel Tower or the pyramids of Egypt to unreachable destinations like the moon or deep sea, we will be able to transcend our own physical limits, explore the world and outer space, and access nearly any experience imaginable.

Final Thoughts

Individual car ownership has enjoyed over a century of ascendancy and dominance.

The first real threat it faced—today’s ride-sharing model—only showed up in the last decade. But that ridesharing model won’t even get ten years to dominate. Already, it’s on the brink of autonomous car displacement, which is on the brink of flying car disruption, which is on the brink of Hyperloop and rockets-to-anywhere decimation. Plus, avatars.

The most important part: All of this change will happen over the next ten years. Welcome to a future of human presence where the only constant is rapid change.

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

* (Pricing is shown at the bottom of this blog post)

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

* Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

 

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth  

A New Year’s resolution to help your team to flourish

Posted by Cliff Locks On January 6, 2021 at 10:05 am / In: Uncategorized

A New Year’s resolution to help your team to flourish

The ripple of empathetic leadership that spread across organizations last year needs to become a tidal wave in 2021.

Our mantra for the New Year—whether we lead a team of 5, 5,000 or 50,000—should be the relentless pursuit of providing opportunity, mentoring and sponsoring others. Opportunity is the gateway for each of us to discover our potential.  

Leadership is all about inspiring others to believe and enabling that belief to become reality. However, this requires a shift in mindset because, unfortunately, it’s simply not human nature for most people to focus first on developing others. Yet, indeed, that’s exactly what we need to do.

Leadership

Contributing writer: Gary Burnison, CEO Korn Ferry and Cliff Locks, Managing Director of ICG

Ken Blanchard, the leadership guru with whom I’ve had great discussions, often tells a story about his early days as a college professor. His approach was radical. On the first day of class, he gave his students the answers to the final exam. Ken often found himself in trouble with other faculty members, but he defended his decision by explaining his main job was to teach students the content they needed to learn—not to evaluate them along some distribution curve. It’s a concept Ken calls “Helping People Get an A.”

Now contrast that with an experience in my son’s class, a few years ago. On the first day, the professor proudly announced, “Nobody gets an A in my class.” In his first year College Engineering, a different professor shared, “Look to your right and then look to your left, those students will have left the Engineering program, by the Senior year.” Having high standards is one thing, but to say that no one can excel is completely demotivating!

We need a radically human approach to leadership and a set of leadership resolutions for 2021. Let’s commit to them heart, mind, and soul. Here are some thoughts:

It starts with you. Awareness awakens. Before we do anything else, we resolve to take a look in the mirror at our values, motivations, strengths, and blind spots. By knowing ourselves we can manage ourselves first, so we can positively impact others.

But it’s not about you. We’re not sculptors working alone in a studio, chipping marble or molding clay. We aren’t solo performers. We work with and through others. Quite simply, our success is measured in what others achieve.

Purpose. At some point, we need to stop trying to make sense of 2020. Instead, we need to create a sense of purpose for 2021—an overarching “why” that will take us out of the wilderness and into a new light—and a new beginning. Purpose always precedes the first step.

Empathy. Given all that people have gone through, empathy rules the day. It’s all about meeting others where they are, to understand their experience. We used to say, “How are you?”; now it’s “how are you feeling?” But that’s not all. The more empathetic we are, the more we broaden our view. We see beyond our own perspective—through the lens of others.

Empower. 2020 tripped the circuit breakers; 2021 is the big reset. Change must bubble up from within the organization, not merely cascade down—because the next two years we’ll see more change than we’ve seen in the last 10. To paint tomorrow, people throughout the organization must be empowered to think. I’ll never forget the advice I received from a board member many years ago, when I was a new CEO: “As the leader, don’t tell people what to do—instead, tell them what to think about.”

Collective genius. It’s been said that the strength of a team is each individual member—and the strength of each individual member is the team. When teams are inclusive, and differences are not just tolerated but celebrated, they become more creative and innovative—and collective genius is born. Let’s create an ethos of inclusiveness in the New Year.

Shepherd. I’ve met a number of military leaders who led during periods of conflict, and many confided in me, “I’ve never lost a soldier”—revealing a deep mindset of humility and accountability. While most of us won’t face such life-or-death scenarios, we also need to make sure we don’t lose anyone. Think shepherd: occasionally in front, sometimes beside, but mostly behind.

Own the moment. When most people think about accountability, they immediately think about how accountable others are to them. But first, we need to examine how accountable we are to ourselves—for who we are and how we act. If we want to know how we’re doing, we only need to count the number of times we say, “I’m sorry”—in all its forms, including “That’s on me,” “That was the wrong call,” and “You were right.” That’s how we truly own the moment.

Be the message. Throughout 2020, we just tried to help people get through—one day to the next—by seeing the blue sky through a tiny opening in the clouds. Now it’s time for the clouds to part—and for people to believe they can punch right through the sky. That comes from inspiration—and it’s best done with stories. As Peter Guber, the Academy Award–winning producer and co-owner of four professional sports teams, once told me, “Leadership is storytelling in a way that becomes memorable and actionable.” And the leader IS the message.

In this New Year, may we stay resolute—to our resolutions. As positive trusted leaders, we enable others to exceed their potential and, in doing so, we all will collectively rise. I wish you and your family a Happy and Healthy New Year!

Cliff Locks is a trusted confidant to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Certified Master Professional Board of Director and Advisor.

I am a trusted confidant and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Confidant Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Email me: Cliff@InvestmentCapitalGrowth.com or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth