IHRSA UPDATE
ADAM BRYANT
You’re best known for putting CEOs on the spot in your Corner Offi ce column in The New York Times, but in March you’ll be in the spotlight at IHRSA 2015. Can you give a preview of your keynote? I’ll be sharing highlights from my most recent book, Quick and Nimble, about leadership and the most important drivers of culture in all sorts of organisations. If these factors are managed well, they can have an outsized positive impact, but conversely, if overlooked or handled badly, they can have an outsized negative impact.
When you conduct your interviews for Corner Offi ce, do your subjects fi nd the process prompts them to contemplate themselves and their roles more deeply? Yes. In fact, I’ve had a lot of CEOs tell me that, during the interview, they found themselves connecting the dots in their own lives. I ask them questions about such things as when they were younger, their
50
The award-winning author and New York Times
columnist will discuss the qualities of strong leaders during IHRSA 2015. Jon Feld reports
parents, first management positions and so on, and sometimes the light bulb goes on, mid-interview, about the impact those early experiences and influences have had.
Might it be useful for clubs to employ a Corner Offi ce-type process to make managers more aware of their strengths and weaknesses? You know, it might. Over the years, I’ve received a lot of feedback from executives
Read Health Club Management online at
healthclubmanagement.co.uk/digital
who’ve used my interviews to encourage forthright discussion in companies. The themes I touch on are universal, so they’re applicable to all sizes of firm, and to non- profit as well as for-profit organisations.
One of the interesting insights uncovered by your column is that, in quantifying performance, successful leaders focus on just three or even fewer metrics. Can you offer an example of a CEO who does that? When Shivan Subramaniam was the CEO of FM Global – a global insurance firm based in Johnston, Rhode Island, US – he created a simple scoreboard for everyone in the company. The following is how he described the approach in his own words: “We call them key result areas or KRAs.
We’re multinational – we’ve got 5,100 people, 1,800 of whom are engineers. We’re very analytical, yet we have three KRAs – nothing fancy – and everybody
February 2015 © Cybertrek 2015
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