Friday, December 26, 2014

Say that again a different way

Note: This originally appeared as a client e-letter.

December 23, 2014

Dear Clients and Colleagues:

The subject line that you just read was a request made during a meeting in late November. It wasn't coincidence that the request came from one of my most admired figures. After putting the words to the test both through my own usage and discussion with others, here are some short burst takeaways that may be worth application in your world:

1.) First, note the language. This person didn't say, "Give me an example," or "Sorry, could you restate what you just said?" He said, "say that again -- a different way." The command was refreshing during a time of over-pleasing, equivocation and political correctness. It's almost as if we have forgotten how to speak to each other without watering down substance out of fear that someone may misinterpret what's being said. Or worse yet expose publicly. Perish the thought! Everything is public now in case you haven't noticed.

2.) When you read the statement, "say that again, a different way" aloud, does it convict you to respond differently without pausing? Of course not. It takes all of us a minute to collect our thoughts. During my experience with this command, no matter how a response was rephrased, it fell short in my mind and heart. What this rhetorical device does require is being able to think on your feet, which in this case, were literally dangling underneath the chair.

3.) Last point from a leadership point of view. Are you willing to answer the same question directly with conviction without equivocation? The easiest way to lose credibility is to repeat the same response when given this command so don't do that. Practice makes perfect here. No better time to try than during the holiday season, a natural time of reflection. Try it out on your children, or for those who would prefer a non-verbal response, your dog or family pet.

Thanks for your support this year, and to all those still reading and stirring, may you have a good night and great holiday season. Merry Christmas,


Jeremy C. Garlington
Point of View LLC
4060 Peachtree Rd./Suite D-#117
Atlanta, GA, 30319
Phone: 404-606-0637
Web site:
TGR web log:

Tuesday, October 07, 2014

Short Bursts (SBs) on Leadership

Note: The following content was originally distributed as an e-letter on October 1, 2014.

Dear Clients and Colleagues:

Welcome to a new e-letter format called Short Bursts (SBs.) These have been used in client-specific situations but now are evolving into wider use. Largely because the world seems to be increasing at such breakneck speed that very few are willing to take the time to go deeper. Or at least that's what it feels like these days.

A recent prospect, who by the way thankfully did not become a client, commented on a proposed 30-day service period: "30 days? That's hecka of a long time in business. Whole world could be different in 30 days." You are correct, Sir. But how you adapt and change based on what you think you need will not move that quickly, I assure you. Onto the bursts, rat-a-tat-tat:

As a business leader, are you striking the proper balance between off- and on-line engagement? Note the word 'discussion' was not inserted in place of engagement. For purposes of this letter, it will be assumed that you know when in-person conversation is essential. Hint: It's generally when the situation is sensitive and involves human dynamics, such as health, hiring/firing, performance issues and/or other hot emotional buttons. Remember the great ones always return calls, or in this day and age, emails. Differences are made one person at a time, not en masse.

Do you talk to others or at others? No one is immune to this question, including yours truly who struggles at times. Especially over the phone when there's only about 30 seconds to get your point across if you're lucky. The hyper-wired, attention deficit disorder, multi-tasking age aside, the only way to strike balance seems to be equipped to ask good questions. Then just shut up and listen, which is a little difficult for some. Someone asked me to "get a pen and paper" recently, and I almost fell out of my chair. Great reminders all around.

Do you know the difference between acting in public vs. being in private? Admittedly the lines are beginning to blur. It never ceases to amaze, however, at how so few aspiring leaders take the time to understand these dynamics. Start with the basics by offering a stranger a pleasant "hello," on the street. After staring into some jacked up eyes disguised in suits recently in New York and D.C., the world could use a little more publicly inclined leadership. Someone once said that what you do when no one is watching defines character. Times are a changin.' Someone is always watching.

Does the job define you or do you define the job? Age-old question. But it's not meant to be chicken and egg. Presidents going all the way back through Roosevelt have struggled with this question often at their peril. Latest example in the business ranks that no one seems too curious about yet: Who is the new Home Depot CEO (internal choice following long-time office holder, Frank Blake who leaves role Nov. 1st according to original cycle) and how does he plan on dealing with the company's recent record-breaking security breach? Nameless, faceless leadership usually translates into the job defining you, not the other way around. Tough to strike balance for sure; perhaps impossible the higher you go in the food chain.

If none of these bursts grab your attention, consider some vision stretching from the one and only Kermit the Frog who recently shared some great stuff with "CBS This Morning."

Kermit said if you're going to dream or have a dream don't forget to share it with others so they can help make it come true.

The last piece of wisdom was the best: Remember to spend some time in the big picture. Who knows? One day you might even be in one. Kermit should know, right?

Happy leading. Look forward to hearing feedback on how you are doing with your own set.



Jeremy C. Garlington
Point of View LLC
4060 Peachtree Rd./Suite D-#117
Atlanta, GA, 30319
Phone: 404-606-0637
Web site:
TGR web log:

Wednesday, July 02, 2014

Three truths, one season

Note: Following is a client letter originally distributed via email on June 30th.

Dear Clients and Colleagues:

Monthly letters normally attempt to dive into a single issue arising out of chosen practice areas. This month's version is going to be a little more "surfacey" yet ripe with opportunities to travel deeper should you choose to do so on your own time. Of course you can opt out by deleting right now, which may be the whole magic of email.

First truth comes from a client presentation made last year at a business school. The general subject was competition, a red meat topic if there ever was one for aspiring MBAers. The quote can actually be attributed to former Ohio State football coach, Paul Brown, who later became the Cleveland Browns namesake:

"When you win, say little. When you lose, say less."

Talk about a truth that's gone straight out the door in our hyper-media, grace challenged world. This quote has been following yours truly around since February so consider it now fully shared. If you're not winning or losing then keep reading.

The second truth comes from a Lenten handbook date marked Wed., April 16th. It builds off a biblical passage, Hebrews 12:1-3. Rosabeth Moss Kanter once observed that "Change is hardest in the middle...Everything looks like a failure in the middle...Everyone loves inspiring beginnings and happy endings; it is just the middles that involve hard work." Thankless, mundane drudgery might be closer to the point. If you find yourself identifying with this stage then take comfort in the fact that it won't last forever. Something will move things out of the middle. That's not to say you will automatically move forward.

The last truth is a doozy -- you've been warned -- and probably could use better perspective than what this shortened format will allow. Check out now or forever be enlightened.

Following is a passage from the philosopher, Pascal, on human nature. The source of this leave behind can be traced directly to Ken Boa and his December 2013 letter. The passage has been highlighted since then and am sharing it now for the eminently qualified thinkers among you (hint: Not me.)

"Man is but a reed, the most feeble thing in nature; but he is a thinking reed. The entire universe need not arm itself to crush him. A vapor, a drop of water, suffices to kill him. But, if the universe were to crush him, man would still be more noble than that which killed him, because he knows that he dies and the advantage which the universe has over him; the universe knows nothing of this." ("Pensees," p. 347.)

Now you probably don't want to scare anyone around the campfire this summer with this last one. But the message is worth considering -- as are all three in your own leadership contexts.

Enjoy the Summer,


Friday, April 04, 2014

Recruiting conferences: Where's the value?

From March Madness to April Fool's to Spring recruiting industry conferences. The new season has brought forth several forums -- all with different focuses and market segments. This post's goal is raise the value question, or more specifically: What value exists in conferences and how can that value be more readily transferred so others can gain better access? (Note: Two of the three bolded terms in the last sentence are leadership responsibilities.)
First, conferences remain proven direct marketing channels for product and service vendors to promote their offerings -- or "hawk their wares" to use an ancient phrase. Some turn out to be more valuable than others. For example, a young upstart all the way back in 2008 named LinkedIn dominated the landscape at what's now known as Recruiting Trends, a conference with roots tracing back 40 years to Kennedy Information. Linkedin originally established presence by sheer willpower and visibility. Banners were everywhere, kiosks were large and free logo t-shirts were abundant. After all that's what worked back before the economy fully collapsed.

Fast forward to today, the hyper-connected social media age when fewer spend the time or money to attend conferences for a host of reasons, including lack of perceived value. It's a different formula now, one that must combine the best of the off line world with effective digital engagement to sustain interest. Or as the head of a D.C.-based advocacy group says, "you better have something that no one can get elsewhere if you want to get people in the same room for two days." True that. Advantage goes back to the market leaders, such as LinkedIn, which now sponsors their own conferences that attract more than 3,000 attendees, according to a regular presenter. That's not bad for a group that used to beg people to join their network.

Dipping down to the individual or company attendee level, it's difficult to argue with the fact that conferences represent networking value. Access remains an issue, and it's not clear whether organizers are fully committed to connecting buyers and sellers vs. simply getting attendees to show up to confirm registeration. Presenters, such as long-time recruiter Lou Adler and Fortune Magazine's Geoff Colvin, enjoy an advantage via captive audiences despite the fact attention spans are split three different ways 'til Sunday.

While selling and promoting at conferences are obvious value points, the other side of the equation, professional development, often gets shorter shrift. The reasons why are numerous. As an independent executive recruiter puts it, there's always been a "big difference between building the business vs. building the profession." Granted that's a little high and mighty, yet it's important distinction that few seem willing to balance anymore. Professional development as investment has fallen completely out of the picture. Some industry organizations with a bent toward the executive level have tried to address this issue, such as the Association of Executive Search Consultants (AESC) that recently held their annual conference in New York: Another group with aspirations is a U.K.-based outfit called, which will hold their version in Miami next month:

But that's only one slice of the recruiting market. The fact remains that very few top performers put any stock in attending venues that only speak to themselves. The need for clearer industry standards and certification continues to remain unmet. Until an organized, credible group impacts this missing dynamic, it's difficult to see the value equation changing. That's not to say it can't be done. After all it only took LinkedIn six years to become a conference market leader. The first group who can combine commercial interests with professional development that makes a difference may be onto the next big AND valuable thing.

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Disclosure: Based on previous participation, TGR was invited to attend "Recruiting Trends," which was held this week in Alexandria, Va.

Monday, March 31, 2014

Leadership as performance art

Note: This originally appeared as a client and colleague e-letter.

March 28, 2014

Dear Clients and Colleagues:

With new seasons come new inspirations. Or at least that's the hope. This year's winter weather has been enough to make anyone want to flip the switch on more daylight.

One of the joys of constantly searching for better narrative is when someone you've known for a long time brings a fresh unexpected perspective. This person recently sat down over coffee to extol the value of performance art as a differentiator in leadership. Performance art? Really? What do you mean?

Well, for starters, it's knowing when it's time to perform and knowing when it's time not to, which usually involves active listening. In this friend's words, "how to work the room" vs. when not to. This is fast becoming a dying art in leadership circles as more rise from financial ranks and other places that value tangible competency over the often intangible ability to connect to the occasion. We throw around the term, "authentic" so much now that's getting harder to discern who is and who isn't. Twitter doesn't seem to help with this endeavor. Capacity for performance art is having informed awareness both of who you are vs. who you are not and why you're present in a situation in the first place. It does not mean peforming only to gain an unseen advantage as some who think they should already be CEO often do.

The next step is understanding what the actual performance requires and being prepared for that moment enough to the point where balance is struck vs. going too far to the extreme of performance for performance sake. How many times have you sat through long winded speeches that try to find a point of view without ever doing so? Questions that make the points are always effective tools, but mastering that skill requires curiosity, another fading factor in the equation.

Back to my friend who has worked in several different Fortune 500 companies all with different sets of leadership. The leader who performed the best turned out to be the one who presented the strongest capacity for relationship, trust and access when it mattered the most (read this last part carefully, always being accessible isn't the same thing as access.) This CEO's story also was original without the need for fabrication and included being passed over for a major job prior to filling the role that would prove to be his crowning achievement. Granted it doesn't always work out that way, but this example provided pause.

Here is the inspiring part. My friend felt so strongly about the leader's influence that he wrote to him when his son graduated from high school, thanking his former boss for helping make it possible through jobs that compensated well enough to fund the kid's college education. In an age when it's easy to criticize and judge leaders, this story proved to be quite refreshing. There are countless others out there where individuals are making a big difference in the lives of those who work tirelessly for them. Gratitude is truly a two-way street even long after the transaction, which in this case, was a long-term job.

This is the lost story of leadership. Those leaders willing to make difference, be in relationship and fully invested in people will always rise to the occasion; the ones who don't won't because they can't get out of their own way. Or least that's my belief. Something tells me when that belief goes away yours truly will follow suit.

Happy Spring and thanks for reading. My perennial hope is that the messages contained here help make a difference with what you may be facing. All the best,

Jeremy C. Garlington
Point of View LLC
4060 Peachtree Rd./Suite D-#117
Atlanta, GA, 30319
Phone: 404-606-0637
TGR web log:

Wednesday, March 26, 2014

Five steps to look like a leader

Full disclosure: TGR has never, repeat never, addressed the subject of executive dress. Image is not a hot button -- at least not from the point of view of personal dress and hygiene. While our look can always be updated, we wear decent threads, nice dress shoes and always will remain clean cut until it's no longer in fashion to do so in executive leadership circles. That could be a good long while from now.

Having said all that, there does come a time when it's necessary to review proper guidelines. Especially now in the age of constantly changing dress codes, such as business casual, dressy casual, cocktail casual and simply, casual. It's not hard to envision when specific requests will be made to dress nicely, which means socks for men in dress shoes and no chewing gum in church.

Anyone still reading would be well suited (pun intended) to tune into the following webinar, which was originally hosted by SpeechWorks/Asher Communications in Atlanta. Fashionista Lori Wynne of Fashion with Flair gave a comprehensive outline of the five ingredients to looking like a leader. It's good stuff even for the sharpest dressed man who may need a reminder or two. See the following link for the hour-long webinar: When asked name someone with a great executive look, Wynne cited former presidential nominee, Mitt Romney, which explains this photo image lifted with credit from at least 500 on Google:

Photo courtesy of

The most apt analogy in business circles when it comes to proper dress may be the old house sale image of a gutter hanging off the side of a house. That may not prevent an interested buyer from moving further into the process, but it sure does represent an eyesore that could prevent a successful negotiation. Same goes for not following proper dress or hygiene standards. Old school branding lessons aside, anything that doesn't seem right or sticks out based on the occasion probably isn't right. Adjust accordingly.

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Tuesday, February 04, 2014

First outsider, retiree and non-industry exec. to take reins at venerable search firm

For the first time in their 60-year history, Chicago-based Heidrick & Struggles has named both an industry and firm outsider to lead the newly re-branded leadership company.

Tracy Wolstencroft, a former Goldman Sachs executive who retired in 2010, replaces interim CEO Jory Marino who exits the position after replacing Kevin Kelly (2006-2013), one of the longest serving CEOs in Heidrick & Struggles' history. Kelly assumed the top leadership reins from former Chairman and CEO Tom Friel (2002-2006), who along with Chairman Emeritus Gerry Roche and several other long-time partners, helped elevate the firm to the highest levels of Fortune 100 executive search, leadership succession and board-level recruiting. Heidrick is perhaps best known for high-level CEO placement and recently served as firm of record on the Microsoft CEO search, which was officially completed this week with the naming of an internal candidate as only the third chief executive in the software maker's history.

The board-level decision to name an outsider signals a major -- some say way overdue -- change in leadership for one of the industry's largest search firms, which has seen revenues and market share drop as executive search has changed, moving away from a highly transactional business to a more consultative and advisory-based professional service. Heidrick's primary publicly held competitor, Korn Ferry, has solidified its standing as a fully integrated search and leadership consulting firm while privately held Spencer Stuart and Egon Zehnder have reinforced their respective niches domestically and in Europe where Zehnder reigns supreme.

Naming an outsider as CEO also seems to re-confirm earlier attempts by Heidrick to change its ownership structure. At least two attempts to return to private status have been attempted over the past five years, according to sources familiar with the situation. An earlier effort to merge Heidrick & Struggles and Korn Ferry International was shelved when it became clear that the two disparate cultures could not be effectively combined. During this same period an exodus of top talent began migrating from to Korn Ferry and has since reached a plateau as the flight to quality during the last recession peaks.

The key question now is the one that has remained at the forefront for years: Will Heidrick continue to operate as an independent, publicly held firm, or will it explore strategic options, such as selling to or merging with another entity? Hiring a senior CEO with major mergers and acquisitions experience would at least perceptually signal change will continue to be explored.

Since becoming a public company in 1999, Heidrick & Struggles has struggled to gain footing between what one of the firm's partners once called a "sophisticated start-up company" and privately held partnership. The original impetus to go public was led by former CEO Pat Pittard who served as worldwide CEO from 1996-2001 and later resigned from the firm following the 2000-2002 recession, which produced Heidrick's first ever round of firm-wide layoffs.

In a closely held business filled with ironies about their own hiring and succession practices, few partners currently hold significant equity in the firm other than former top executives, such as Kelly who vacated the CEO position with stock holdings valued at more than $1.5 million at the time of his departure. 

Where does Heidrick & Struggles go from here? Only time will tell. Executive search has always been highly cyclical, and the current environment is no different despite changing dynamics now driving the business. Where that cycle leads and how a venerable brand regains its footing will the subject of inquiry now that an inevitable succession move has been made. The "house that Roche built" will now have to be renovated in ways not previously undertaken or foreseen.

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First of its kind

"The Garlington Report" (TGR) represents the first new media forum devoted exclusively to executive-level leadership from the talent and search points of view.

For regular readers, rest assured -- you will continue to find monthly Pointes and other content that you've grown accustomed to. Please also feel free to navigate back to the consultancy's URL at

Thanks for continuing to read, JG