THE LEADERSHIP LENS Newsletter <download pdf>
July 2007, © Mark Sincevich, Staash Press, LLC
A monthly resource providing insight, opinion and practical information on creativity, life balance, personal leadership & perspective

A Better Work Life Balance for Executives - part 2

Set the Pace
The importance of executives setting the pace was made clear to me when I worked with Best Buy, Inc. as a speaker for work life balance at their annual leadership conference. As part of my preparation, I interviewed a few store managers before the conference. I was told that the store managers set the pace for each store's work life balance. If an employee or assistant manager needs time off, the store managers I spoke with almost always grant it.   They know the importance of keeping good employees. As one manger so aptly said, "When an employee's head is screwed on straight with his or her family, then that employee's head is screwed on straight with our customers."   However, there needs to be more emphasis from corporate that it is acceptable to take all of one's vacation time when it is earned and even time off without pay.  

If you happened to be in New York City's Times Square last Autumn, you would have seen a 9-foot poster visible from the sidewalks. The Ernst & Young poster touted the promotion of Rob McLoed to partner after taking paternity leave. A copy of the same advertisement was sent to every Ernst & Young office in the USA as part of their campaign to highlight successful men who pay attention and value life balance. The important thing to note is the message from corporate that men (and women) can and will get promoted while paying attention to their personal lives.   Perhaps if more organizations advertised this on a regular basis, a multiple-week absence from the corner office wouldn't raise eyebrows.  

Become the Change
Lee Scott was becoming the change he wanted to see in his organization. When it was announced that the CEO of Wal-Mart was going to take the entire month of May 2006 off, the Wall Street rumor mill already had him resigning or being replaced. However, he had planned a long road trip with his entire family and then some deep-sea fishing with his wife. He was able to detach from his work and came back refreshed and recharged for Wal-Mart's annual shareholder meeting last June. According to business columnist Carol Hymowitz from the Wall Street Journal , "Executives who don't take chunks of time away from the day-to-day deadlines and routines can't create the mental space they need to get a fresh perspective on problems, think up new ideas and be creative." In fact, everything you see around you started as an idea, but how can you come up with new ideas if you aren't practicing your creativity (if you aren't seeing)? Now more executives and employees at Wal-Mart will be encouraged to take extended time off.

In order to foster additional creativity, Intel CEO Paul S. Otellini has taken advantage of several sabbaticals. Intel offers a paid 8-week sabbatical every 7 years on the job and Paul has been with Intel for over 32 years. This is a popular benefit at many high-technology companies and was something that attracted and kept many executives and employees at Silicon Graphics in its heyday. I remember everyone who qualified for a sabbatical at SGI took one, and the company did a great job of preventing employees from checking voice mail and e-mail while away too. They wanted employees to learn a new skill or pick up a hobby. One regional manager even moved to the beach for the summer and took up surfing. When executives are away for an extended period of time, effective delegation becomes critical.  

Delegate Effectively
The U.S. Army knows quite a bit about effective delegation. Its very mission is about cross-training soldiers so they can do multiple tasks when their comrades are incapacitated. The Army plans for this kind of contingency. They realize that one soldier cannot and should not be the only person who can perform a particular job or who knows critical information. I was reminded of this mission when I worked with the AEC (Army Evaluation Command) training their executives (civilian and military) on how to present with more power. They made sure to include multiple layers of their executive team in the training program. This added insight made for a more interesting program and allowed their entire management to value the importance of powerful communications.  

Cross training and delegating effectively has helped make REI (Recreational Equipment, Inc.) the number one place to work in the USA for 2007 based on FORTUNE's 100 Best benefits list.   CEO Sally Jewel works out nearly every morning so she can do the work of her billion-dollar company, serve on several boards and attend to her family. Every quarter a member of Jewell's executive team serves as her backup, with full authority to act in her stead whenever Jewell is on vacation or unavailable. This gives other executives a better understanding of the CEO's job while also exposing them to board members, who can weigh their merits as potential successors. She keeps her eye 'on the substance of things' and not on her actual role.   Jewell's strong set of core values translates into,   "Maintaining a personal balance that requires devotion to family, work and community." She tries to spend 1/3 of her waking hours at work, 1/3 with family and 1/3 for the community." During Jewell's tenure since 2001, the company swung from a 141 million dollar debt to 150 million in cash at the end of 2006. It's interesting to note that #1 ranked REI and #2 ranked, American Century Investments both offer paid sabbatical programs.  

About Mark Sincevich
Mark Sincevich works with organizations to develop leaders with more focus and creativity. He uses a unique photography angle in his speaking programs and writing. As a result of Mark's work, his customers gain a fresh perspective, generate new ideas, sharpen the focus and create more business. Mark is the chief perspective officer of his organization, Leading with Focus, the founder of Staash Press, a member of the National Speakers Association and the executive director of the Digital Photography Institute. He is frequently quoted in the media and the author of three books including, "The Leadership Lens." In between assignments, Mark can be found spending time with his family in the Washington, DC area or writing in cafés with character. He can be contacted at 301-654-3010 or www.leadingwithfocus.com .  

Order Mark's Latest Book, The Leadership Lens - key lessons from behind the camera about leading in an uncertain future, immediately available at www.staashpress.com/llens.html .