Leadership with a Growth Mindset: Reconsidered

Here as we close out April of 2020, it’s hard to even reflect on a time that the Covid-19 crisis wasn't the center of all issues and concerns. While it seems hard to remember back to November or December of last year, when this virus was nothing more than an emerging news report from the distant city of Wuhan China.   In the midst of this very “now”focused time, I was nudged by a good friend and work partner Angie as she read and commented on one of my essays from 10+ years ago.  Her comments pushed me to re-look and re-consider some of my thoughts/essays and as I was digging through some of the old essays, I came upon the one below from late April of 2011.  The essay, titled “Leadership with a Growth Mindset”is one of the most read of my essays, hitting the #6 ranking out of 200+ published.  Additionally I published it as we were coming out of the very challenging “Great Recession,”and it helped me (and hopefully hundreds of others) reorient ourselves for the growth path coming out of that tough period.

As I look back on the essay, I find a number of things still ringing very true, but I think there are a few ideas/ comments that I want to reconsider:

·      Where I sit now, I would put #6 as job #1!  Thinking that I put “Take care of yourself /your team”as the last item on my list, rather than the first seems really off track today.  We need to really work hard on insuring that we are being proactive with our own health, and that we are good role models for our teams as well! 

·      The ideas I put into #5 I want to make more important today.  I didn’t emphasize enough the importance of an “outside orientation”when I wrote that “our opportunity as leaders is to work on ways to improve our organization’s ability to listen to/learn from the marketplace.”  Think how much has changed, not just from April 2011, but also from January of 2020!! We can never be “outside oriented”enough and we as leaders need to work on modeling that orientation more today than I even considered nine years ago.

·      It’s interesting when you read your own writing and realize you are falling into a trap that you described!  In #1, I asked the reader if they ever heard someone say, “with everything we are dealing with our performance is actually not that bad.”Here I was warning of this headset nine years ago and I was on a Zoom call just this week when that comment was exactly shared and I nodded along; not strongly objecting to the notion in the midst of our current challenges.  I (maybe along with others) need to take my own advice on this one for sure.

Take a moment when you can, and re-read the essay below and consider it in the context of our reality today.  See what themes hold true for you and what ideas that you might want to edit, correct, or emphasize in your world today!

Leadership with a Growth Mindset: April 29, 2011

The landscape is changing and while nothing is ever certain, I am a deep believer that “change is certain, progress is not”. The economy has come a long way from the heights of 2007, the collapse of 2008 and the low lows of 2009. Certainly the recovery is tepid, with job growth (and in fact gdp) growing slower than anyone would like; yet the trends are still positive. In this “new” landscape of growth, I believe that we as leaders need to refresh our thinking, our priorities and our skills in order to be successful leaders with a growth mindset. Just a few years ago, I remember being in a meeting with a customer who was describing their overall flat revenue trends as “you know Bill, flat is the new up.” It’s hard to say whether that perspective was appropriate for that moment; what is not certain is that for today’s business environment, “up is the new up!”

In thinking about this dynamic, I want to share a few ideas that might be productive as we lead with an increasing “growth mindset.”

1) Raise Expectations. As leaders, we need to raise our own expectations for accelerating results in the business, capabilities across our organizations, along with our own skill sets. The last few years have been tough, really tough! With that reality there comes an understanding and possibly a tolerance for average performance. Ask yourself whether you have ever heard yourself (or other leaders) say, “with everything we’re dealing with, that performance is actually not that bad.” While tinged with compassion, I actually think it’s a disabler for an organization. We need to be vocal about raising our expectations for accelerating results AND our work performance. Think of it as the “what” and the “how”. We need to accelerate the results in the business (the “what”) and we need to improve our business practices (the”how”) across organizations. It’s my experience that if the leader doesn’t “raise the bar”, it often never gets raised.

2) Improve Talent. Over the past few years, the job market has been very tight. As business trends improve, the job markets should/will follow. In this changing landscape, we need to insure that our best, highest performing people are engaged/challenged in their roles and excited/energized to come to work every day. What is equally true is that we need to take action to remove underperformers quickly. Nothing is more de-moralizing to a high performer than a tolerated/accepted low performer. Every job opening should be thought of as an opportunity to raise the talent “bar” for the organization as a whole. I use the acronym of PTI (Progressive Talent Improvement) to remind myself that every new hire should have the capabilities/experience above the average level of the current organization. By utilizing PTI over time, you can (and should) be continually improving the organizations capabilities and potential.

3) Increase Speed, NOW! This improving business landscape is not only occurring for you and your company. It’s occurring for your competitors and their executive teams. When working on innovating new products or services, improving customer service, building new skills, or even filling open positions, do it faster. It’s dangerous to assume that you have the time to wait, time is a luxury that few businesses have!

4) Be Paranoid, competitively. I learned early on in business that competition never sleeps nor takes vacations; they’re always trying to take your business. Now I am a complete proponent of work/life balance, taking your vacation days, and getting a break from the business as an individual. My council is to be careful/paranoid as an organization. Never under assume an adversary’s capabilities and intent. If you operate with a constant “nervous itch”, you will be more likely to compete and win in any competitive landscape.

5) Increase your organizational listening and learning. As markets improve, there WILL be more innovation competitively. New products, new packaging, new technologies, etc. have all been on the rise over the past few quarters. An improving business landscape will allow companies to take more risks than they have over the past few years. This reality is happening. Our opportunity as leaders is to work on ways to improve our organization’s ability to listen to, and learn from, the market place. Work to reinforce that all departments/functions could and should be more “outward” oriented; more tuned into the competitive landscape, hungrier at all times to capture and share insights and learnings from the marketplace.

6) Take care of yourself/take care of your team. As you can tell from the above topics, I clearly have the sense that the tempo and demands of business will be accelerating in the days/quarters ahead. As such, it is critical to insure that we are also taking care of our own health and the health of our teams. We all need to keep up with our sleep, our exercise, our physicals, etc. Keep an eye on your team members that are starting to work weekends and late nights regularly. Sure there will be moments when a key need/deadline requires extra-long hours, but week after week this behavior wears down an organization and ultimately reduces performance. 

In closing, I want to reinforce the idea that growth is not inevitable! Certainly improving business trends are welcome (very welcome), but without a more growth oriented leadership approach, the “change” that is happening across our economy will not be translated into “progress” for you, your team, and your organization.

The foundation for a "steadfast " leader

It was less than four weeks ago, 3/16/20,  that I posted my last essay, "“Calm, Steady, & Clear-minded”…. A leadership model for challenging times."  The Covid Pandemic had reared its ugly head across the globe and had spread broadly across North America.  I was still working from my office in Bakersfield, but was realizing that California was about to institute a state-wide "stay-in-place" order and that I needed to get home to my family in Atlanta.  It is incredible to think that those moments of working on flight options to leave California to come back home were only three weeks ago.... the world has dramatically changed and the challenges we all are facing continue to grow.  While I received a number of positive comments about the last blog essay, I want/need to amplify on it today.

The Leadership challenges that so many are facing today are daunting.  What are the next set of requirements organizationally that we will need to deploy next week?  How can we prioritize the health and safety of our employees AND continue basic business operations to sustain the business and the job security of those employees? How to mobilize, direct and engage a newly virtual professional staff very used to working in small groups in informal office settings???  I won't try to speak for others, but the list continues to grow for me every day!

It was in the midst of those challenges and stressors that I took a moment to think about that past essay and took a moment to re-read it and a few other recent entries.  In late December I posted an essay right before Christmas that talked about the idea of being "Steadfast" is the face of challenges.  While I am certain that I felt challenged at that moment late in 2019, it pales in comparison to how I,  and millions of others are feeling today.  With that reality firmly placed, it is interesting to dig into the need for leaders to be calm, steady, clear-minded and steadfast as they face incredible issues and challenges in their day to day work.  These four ideas run across my recent writings and are four ideas that I am working hard to bring to life right now!  In that spirit I did some digging this past week, some "etymology" ( the study of words) to dig out some insight behind these simple concept... what is the foundation of a "steadfast" leader??

Digging into the latin derivation for the key word "steadfast," it is interesting to NOT find one single word as the historic reference point but instead three words....

"Steadfast": adjective

---

stabilis

firm, stable, steadfast, steady, stationary, lasting

---

firmus

firm, solid, strong, steadfast, steady, reliable

---

constans

constant, firm, steadfast, steady, unchanging, consistent

"Stabilis" is the root for our english word of "stable", "firmus" the root for our english word "firm," and "constans" the root for our english word "constant."  It made sense to me that in order to be truly a "steadfast" leader, you had to do more than just one thing!  You needed to be stable, firm and constant all at the same time.

While the idea of trying hard to work on three ideas at once is certainly a challenge, it did make sense that the foundation for would need to be varied, interconnected and made up of various elements.  Like many foundations in architecture, you need multiple elements working with and against each other to form a solid base.  Being "constant"/ unchanging, can at times seem to work with and against the ideas of being "stable"/ stationary and "firm"/ steady.  Like many things for leaders, there is never a simple answer or formula,  but there are ideas/concepts that will help all of us.  During these exceedingly challenging times, I encourage all of you to be your "steadfast" best!  Remind yourselves of these three foundational ideas and I think it will help you and your organizations survive and hopefully thrive during this incredibly difficult time.

“Calm, Steady, & Clear-minded”…. A leadership model for challenging times

Here we are in mid-march, 2020 and the entire globe is facing enormous challenges and unknown threats from the spreading Covid-19 virus.  Governments, businesses, communities, families and individuals are struggling to come to grips with this crisis, and growth of confirmed cases and tragic deaths are growing dramatically.  In this context we are watching some political leaders struggle to stay focused on the facts, looking to edit/spin the headlines for political gain, while others are embracing the data of the situation, looking to scientific experts on the topic and are making tough, at times unpopular,  but important and required decisions to slow the spread of the virus in our communities without a single thought of political gain.  This essay IS NOT a message of political critique, but one of looking for leadership models in trying moments; and essay focused on finding a few themes that I am trying to apply myself in the leadership challenges that our company is facing today . Like so many other businesses, Bolthouse Farms is working its way through this crisis and we are trying our best to lead well in times of challenge and accelerating change.  While I know we aren’t getting it all right, I know that the leadership team is working hard to lead the company well, making good decisions quickly and decisively as issues arise.  While doing so, we are trying to remind ourselves to stay “calm, steady, & clear-minded” in the face of amazing challenges.

These three words are a kind of “mantra” for me these days, literally repeating them over in my mind whenever the tension mounts, knowing that for me to be the best leader I can be for this wonderful company, I need to keep these ideas front and center at all times.  I am sure that these three ideas could be helpful to you as well, and hopefully a quick refresher will help you stay focused on the challenges you are facing in your worlds today:

Calm: adj., not showing or feeling nervousness, anger, or other strong emotions.

Steady: adj., regular, even, and continuous in development, frequency, or intensity.

Clear-minded: adj., sensible and think clearly, especially in difficult situations.

Take a moment and reflect on each of these ideas, and it seems so simple.  Each idea makes sense and each adjective would be helpful in this crazy moment.  Then, imagine the idea that we as leaders need to work hard to do all three, at the same time, all the time!  These three simple concepts become superhuman aspirations…. and while certainly a challenge, I do believe it’s what our communities, our families and our businesses need now more than ever.  Here are  a couple of suggestions that I find helpful in my pursuit of “calm, steady, & clear-minded,” and maybe they will be helpful to you:

Ø Get plenty of sleep:  sacrificing sleep, and especially doing it over a few days (or a few weeks) is a recipe for disaster in this pursuit.  Work hard on your sleep patterns and remember that your sleep will not only help with the principles above, it’s also key to a healthy immune system personally.

Ø Slow-down: so much is happening so fast, we need to TRY to slow it down, take a few deep breaths, step outside to gain your composure and stay focused on the challenges and approach each issue and decision as focused and present as possible.

Ø “Aunt Lorraine’s Law”:  For those of you historic readers of my blog, you will have seen me reference a phrase of advice from my dear Aunt Lorraine from when I was a child.  She often said, “William, you can eat anything, if you take SMALL BITES, AND CHEW THOROUGHLY!” While she was probably chastising me at that moment to eat my broccoli, those famous words have never been more powerful or appropriate!

Take your time and reflect on these ideas, and as I said above NOT from a political angle but from a view of how we all can be great leaders in this moment…. leaders that can model the ability to stay “calm, steady and clear-minded” in the face of dynamic challenges!

Leadership based on personal values.... important and rare!

In this time of bombastic, hubris-filled leadership, I was impressed by a powerful demonstration of personal values as a foundation for an important leadership moment last week on the floor of the U.S. Senate.  At the end of the impeachment trial, Senator Mitt Romney, (Rep. Utah) spoke powerfully in the senate chamber about his personal vote and how his personal convictions lead him to that decision.  Please note that I have never voted for Senator Romney, and historically felt that I was on the "other side" of the political landscape from his views.  With that said, I found his words and actions extremely poignant, courageous and inspiring to me as a U.S. citizen and as a business leader.  The following are few excerpts from his comments that really hit home to me personally:

As a Senator-juror, I swore an oath, before God, to exercise “impartial justice.” I am a profoundly religious person. I take an oath before God as enormously consequential. I knew from the outset that being tasked with judging the President, the leader of my own party, would be the most difficult decision I have ever faced. I was not wrong. …

But my promise before God to apply impartial justice required that I put my personal feelings and biases aside. Were I to ignore the evidence that has been presented, and disregard what I believe my oath and the Constitution demands of me for the sake of a partisan end, it would, I fear, expose my character to history’s rebuke and the censure of my own conscience. …

I am aware that there are people in my party and in my state who will strenuously disapprove of my decision, and in some quarters, I will be vehemently denounced. I am sure to hear abuse from the President and his supporters. Does anyone seriously believe I would consent to these consequences other than from an inescapable conviction that my oath before God demanded it of me? …

Like each member of this deliberative body, I love our country. I believe that our Constitution was inspired by Providence. I am convinced that freedom itself is dependent on the strength and vitality of our national character. As it is with each senator, my vote is an act of conviction. We have come to different conclusions, fellow senators, but I trust we have all followed the dictates of our conscience. …

My vote will likely be in the minority in the Senate. But irrespective of these things, with my vote, I will tell my children and their children that I did my duty to the best of my ability, believing that my country expected it of me. I will only be one name among many, no more or less, to future generations of Americans who look at the record of this trial. They will note merely that I was among the senators who determined that what the President did was wrong, grievously wrong. …

We’re all footnotes at best in the annals of history. But in the most powerful nation on 

earth, the nation conceived in liberty and justice, that is distinction enough for any citizen.

There are a number of points here that I want to highlight, again as a citizen and as a leader:

> Take the assignment seriously:  Sen. Romney realized the assignment to be "Senator-Juror" was "enormously consequential" and he didn't shrink form the task!  He knew the stakes were immense and with that foreknowledge he proceeded with the work with clarity and rigour.

> We must stay true to our own beliefs:  when he commented that by taking a simple partisan approach to the final vote would "expose my character to history's rebuke and the censure of my own conscience," he eloquently challenged all of us to a moment of self reflection and critique.  Too often the "popular" idea, or the "expedient approach" rules the day, rather than us as leaders staying true to what we BELIEVE and KNOW is right!  In business as in politics, too often the drive to short term profitability or the need to satisfy influential  investors at the next board meeting eclipse the path that is know to be right in the long term.

> Don't let the consequences sway you from doing what is right:  Today with a week of outburst/threats/angry tweets and aggressive retaliation, Sen. Romney seems understated when he said that he knew that he would "strenuous disapproval" from those from his party and his state, and that he would hear "abuse" form the President and his supporters.  He knew the path was going to be ugly, and yet he stayed true to his beliefs and convictions.... a powerful role model!

> Keep your legacy in mind: He knew his vote wasn't going to be the deciding vote in the process, and yet he kept his vision on the long-term perspective... his legacy.  he is confident that when he will "tell my children and their children that I did my duty," he wasn't focused on the headlines of this week or next, but on the long view of legacy and family.

I deeply believe that powerful leaders are ones whose actions and words are highly aligned , and individuals who consider their impact on business or in politics with a long term/ legacy oriented world view.  I for one an deeply appreciative of Sen. Romney's courage and his words/actions related to the impeachment process.  As a leader or a wonderful company, I am using this moment to refresh myself on the long view, keeping my "legacy viewpoint" in clear sight and will come back to Senator Romney's speech often for inspiration in the days ahead ... I hope that you do the same!

2020... A year of action, not intentions!

At times it seems amazing to me to reflect that we are beginning the second decade of the 21st century!  As a child of the 60's ( yes, the 1960's) and someone who started his business career in the mid-80's, I feel VERY fortunate to begin 2020 fully engaged in a wonderful business, working with a great team, and looking to the year ahead filled with optimism and energy.  Sure there are challenges and obstacles ahead, some that we can see clearly and others that I know are waiting around some dark corner, but regardless of that truth, I am certainly energized for the road ahead in the new year!

As I think about the year ahead, 2020 seems so pivotal as I think about the broader context.  It will certainly be a pivotal year for our business at Bolthouse Farms, where we are focused on "stabilizing the business to rebuild a platform for growth."  That strategic "mantra" has been our focus since we bought the business in June, and we will see that "return to growth" in 2020 without question!  While certainly a pivotal business year, 2020 is filled with great portent for our country and the world broadly.  We have a huge election in ten months that will dramatically affect the future of our country and the challenges ( and opportunities) facing our planet as we start the new year have never been more dramatic or more pressing!  Its within this context that I have thought about this essay, and am really struck by the need for action across the board ... action on the issues and opportunities ahead, not just good intentions, clever words,  and platitudinal inaction!

Take action in business: We certainly have a lot to do at Bolthouse Farms to get the business back on a track of growth for the exciting future that lies ahead.  Regardless of the department, role or function, there is a lot to do!  While at moments like this it can seem intimidating with the extent of  action that is required, the great thing to remember is to just dive in and begin!  Take action on the projects that lie ahead, take small steps and dig into the work that is needed, encourage your team- mates to dig into the work, not "talk" about the work!  Too often we swirl around issues, problems and opportunities "talking" a good game, but never "plowing forward" into the work required.  Whatever the business situation you are facing, my encouragement is to prioritize your "actions" on the projects that lie ahead in 2020 and stay focused on making a difference with the results of your "action filled" work!

Take action personally: This is a perfect time of year to take stock of where we all are personally, either as leaders, as parents, spouses or friends and decide what actions we can take this year to get better at the things that are important to us.  I am not a big fan of grandiose new years "resolutions;" too often a set of words and ideas that sound great but never actually happen or don't happen for very long.  As for me, now that I am working every week in California, I am focused on sleep and exercise... and my plan is to walk EVERY day and insure that I can get at least 7 1/2 hrs of sleep EVERY night.  I know it doesn't seem very inspiring, but for me to be effective, for me to be my "best self" in 2020, those two "every day" actions will be critical for a successful year ahead!

Take action in your communities:  We live and work in the context of communities that span the globe, and its too easy for us to live in our bubbles, listen only to our "echo chambers" of self curated news and information and forget the wider landscape of humanity we live within.  Get involved in food banks, food pantries, homeless shelters, etc. where you can give some of your time, and resources to those more in need.  Find ways to give back globally and locally to help strengthen communities that matter to you.  Finally insure that you are registered to vote and take action on election day in November! Our right to vote is precious and a foundation for our country and too many people blow it!  Get out there in the primaries and at the general election and cast your vote, take action for our democracy!


This headset on actions vs intentions is not new in my essays.  Over the past ten years I have covered this topic and idea from a few angles and for those looking for some "extra readings" in this area, check out the following essays:

"Our actions betray our intent"
https://fylegacy.blogspot.com/2017/06/our-actions-betray-our-intent.html

"Act with intent : Redux"
https://fylegacy.blogspot.com/2009/08/act-with-intent-redux.html

"Good ideas executed brilliantly"
https://fylegacy.blogspot.com/2017/04/good-ideas-executed-brilliantly.html


I want to wish everyone a very happy and healthy new year and I am confident and that 2020 will be a year to remember because of the actions we take in our businesses, our families and our communities!!

"Steadfastness" at Sunrise

As we turn toward the Christmas holiday break, with so much to be thankful for and to appreciate in our lives, I want to take a moment today to reflect on a theme/idea that I have been focused on this week... the concept of "Steadfastness."

Steadfastness; noun, the quality of being resolutely or dutifully firm and unwavering.

In some ways it is such an old fashioned word, not used in everyday conversation often, but one that is really ringing true to me as 2019 comes to a close.  This idea of being "unwavering" in times of challenge, "resolute" in times of uncertainty and "dutifully firm" when others might waver is an important ideal for leaders across the board.

Earlier this week, on my weekly call with my key leaders, I shared this word and concept as a key reminder for my team as we close out 2019 and pivot into 2020.  Just a short six months ago we closed on the purchase of Bolthouse Farms and what a six months it has been!  New teams being formed, a big business being stabilized, massive innovation being developed and launched into the market ( shipping to stores near you in early 2020, ha!!) , operating processes being re-qualified, and the list goes on! There is so much to be proud of and so much to do... six months in lets us see our progress and at the same time clarifies the amount of work that still its ahead.  It is that clarity that can seem daunting at times and what has triggered me to think about this concept of "steadfastness," and to encourage my team to be "unwavering on the path ahead.

In our business, being a large fresh produce company who plants and harvests carrots literally 364 days a year, this time of year can be challenging.  The demand is high for carts during the holiday window November through January and the weather can be tough.  This year is no exception, with a rainy streak happening in our key growing regions that makes the harvesting process challenging.  Our Ag team is doing heroic work, and we are serving our customers very well right now but every weather forecast update is a bit nerve racking, making it hard to stay "steadfast" in the face of forecasted weather events.  It is in this context that I share the photo above, sunrise over the Tehachapi pass in California.

I took this picture Wednesday morning from the parking lot at Bolthouse Farms in Bakersfield , looking east into the mountains.  As you can see , the sunrise was incredible that morning and while certainly pretty, it actually filled me with a sense of calm and confidence on the challenges that are ahead.  That sunrise reminded me ( physically and metaphorically) that beautiful dawns do come after dark and rainy nights, that the light of a new day brings possibilities and creative ideas, and that the light of that sky could help inspire me to be "unwavering" and "steadfast" as we find our way through whatever challenges that lie ahead!  I hope you can find a "sunrise" in your world over the next few weeks so that your path can be "steadfast" and "unwavering" in the face of whatever challenges that lie ahead!

postscript, "Steadfastness" for the holidays: I just wanted to add that I am encouraging my team, and I hope you do the same, to have a great and restive holiday with with families and friends as much as possible.  This is an important restorative time to be with your loved ones, to "recharge" physically and emotionally and to rebuild your personal "steadfastness batteries" so you can be fresh and ready for the the opportunities and challenges that lie ahead in 2020!!

One Down and Two Deep

No, this is not some shorthand clue from a crossword puzzle…. Instead it’s a succession planning/organizational development concept that I have been working on in my new role at Bolthouse Farms.

As many of you know, I worked at Bolthouse Farms from 2009-2015 and had a great run at the company during that time.  We drove a lot of growth and expansion in the business during those years and I was one of the partners that lead the sale of the company to Campbell’s in 2012. (https://www.thepacker.com/article/butterfly-buys-bolthouse-farms-campbell-soup). 

In hindsight there are a ton of things that I am proud of from those days and both the business dynamics, the exceptional results and the wonderful people I had a chance to work with during that time top the list!  After leaving the company in early 2015, I started a consulting business and had NO CLUE that I would ever get a chance to come back to that same company, being one of the partners that bought the company back from Campbell’s last summer, closing on the purchase in June 2019.  Now as one of the lead executives at the company, we are working hard to get the company stabilized and to rebuild it into a dynamic, high growth fresh platform centered on the idea of “Plant Powering People.” (more on that in a future post for sure!)

It’s rare in a person’s career to have a chance to come back to a business, almost five years after you left it and work on building or re-building a once strong legacy.  The Campbell’s years were tough for Bolthouse Farms, and there are a lot of things to repair/correct/improve/change to get the company back on a growth path but no area is more important in that perspective than rebuilding the talent at the company for that journey ahead.  It’s in that spirit that I have been thinking about this idea about leadership development and succession planning that is captured in the title of this essay….” one down and two deep.”

The idea is simple… every leader take a moment and think about their direct reports “one down”, not the entire team of leaders in your organization but just your direct reports. Sketch that group out on a single sheet and then ask yourself if every one of those individuals are performing well in their roles, leading their teams well, generating great results and are “ready now” to move up or over into new roles that the business might need as it grows and expands.  It’s no small feat to say, “yes” to all the above attributes but if you can say “yes”, then you are mark yourself in good shape “one down.”  While this is a big step, the real challenge is to push yourself to see if you have high performing/”ready now” internal leaders ready to fill all of those     “one down” roles if needed, the step that checks readiness “two deep.”  

On a recent flight I did this “exercise” and was pretty blown away by the results.  We are rebuilding the leadership level in the company now and all of my direct reports are new to their roles, and while most are “alumni hires,” (folks who had worked at Bolthouse Farms in the past and who have come back to create the next chapter of success and growth in the company’s 104 year young history,) all of my direct reports are new to their roles and are doing great…. but while “doing great,” certainly not “ready now” to move into another leadership opening if needed. (“One down”) The real eye opener was taking the next step… thinking deeply about “their direct reports” and THEIR readiness to move up or over if needed.  As I thought about that group, “two deep,” it is filled with talented folks doing great work, but not full with “ready now” leaders who could move into key openings if required.  

This is in no way a critique of our organization, quite the opposite. The team that has come together is fantastic, highly skilled, highly motivated and totally rocks!  I am privileged to work with a group of team members who are so focused on the mission of the company and the tough work ahead.  What the exercise DOES illuminate is the idea that a leader’s job about nurturing and growing leadership talent is never done! We need to work hard on identifying young leaders “coming up” in the organization and work on getting them the experiences/exposure/mentoring/etc. that will help them achieve their leadership potential in our company.  Try this exercise, looking “one down,” and assessing your leadership team’s readiness “two deep,” and cascade the approach to your leaders.  I am confident that it might be a bit eye-openeing but also very helpful as you build your organization’s leaders for the future!