A Message From Jeff

en·dur·ance (n.) The act, quality or power of withstanding hardship or stress: A marathon tests a runner's endurance.

Interesting how when we hear endurance, we primarily relate it to the performance of athletes. As leaders and emerging leaders, we need to create athlete-like minds AND bodies to sustain the pace of the current marketplace, to be great role models and to create outstanding results in every area of our lives!

What tests your endurance? What do you need to do to flex your endurance muscles? What can you eliminate or change immediately to increase endurance both personally and professionally?

As a competitive tennis player, I can speak from personal experience on the importance of building endurance for maximum performance. When we first opened our winter office in Sarasota, FL, I found myself losing a lot of matches, and I concluded that I needed to "raise my game" by building strength and improving stamina. I did that over a four-month period, and pretty soon, I began winning more of the close matches I had previously been losing.

What relevance does building physical endurance have to your performance in business? In our experience as executive coaches and placement specialists, it is crucial and not optional. We all know too many examples of over-stressed and out-of-shape CEOs, some of whom have died from stress-related illnesses or heart attacks. Read Jeff's full message here.

Building Endurance for Maximum Performance

William has always been a top performer and it's paid off: In a six-year period, he has been promoted four times and now runs the company. Lately, however, he just doesn't feel the enthusiasm for his work that he used to. He's often tired and impatient at meetings, and he feels increasingly distant from his wife and children. On paper, his life is everything he's ever wanted. Then why isn't he enjoying it more? Read the full article.

ASK OUR COACH

As part of our commitment to provide assistance and support to executives wanting to further their professional and personal brand, we have created the ASK OUR COACH email service where you can get confidential answers to your career questions. What's on your mind? Don't hesitate to ASK OUR COACH.

Here are answers to questions we received last month:

Q: The CEO who personally recruited me two years ago just resigned to accept a CEO position with another company. An interim CEO has been named, and I expect our company will start an external search. I am doing well with the branding initiatives I am leading. However, I am uncertain about my future. Since I have no way of knowing whether the new CEO's vision for the business will be aligned or different than the CEO who recruited me, what advice can you provide for me? What should my next move be? Do I begin looking outside for another position? Since I am only there two years, how will that be perceived to potential new opportunities?

A: First, let me say that one of the reasons for the short tenure of Chief Branding Officers and Chief Marketing Officers (average 22 months) is a change in their relationship with the CEO. We have seen numerous examples of CBOs and CMOs who are performing well--then their CEO gets changed out and the new CEO coming in either (1) changes the strategy and direction of the business, or (2) wants to bring in his/her own team. While you are certainly performing well as a Chief Branding Officer, you can be even more certain that a change is coming.

How can you maintain certainty in an uncertain environment? Be prepared, as there is no doubt you will be balancing lots of balls: transitioning to the new incoming CEO, staying on course with the "old" plan, keeping your staff motivated and focused, staying true to your values, balancing your personal with your professional life. Begin with YOU. Part of your plan should be to look at the future of your own personal brand, what is important to you, and to set priorities.

Here are some more suggestions:

• Be visible internally and externally.
• Create a transition plan; either way, there will be a transition.
• Continue to build rapport and credibility internally with your Board members.
• Begin to identify other potential organizations and CEOs who are inspiring to you, personally, and begin to explore your outside options.
• Identify your career progress, and connect with search firms specializing in your industry and functional specialty.
• Identify high-level speaking engagements and conferences you can attend, plus articles you have been meaning to write, and begin working on these types of initiatives.
• While all of this might end up being only a "contingency plan" (in the event you bond with the new CEO), the worse that can happen is that you will be over-prepared. And you will not regret starting sooner if things turn out the other way once the new CEO is named.

Your Feedback to Us

"Three months ago, I made a significant career move, and the transition assistance and weekly coaching sessions provided by Executive Connections has been invaluable. It has helped me master the challenges that everyone faces when they take on a new role in a new company. The assistance I received from EC has helped me meet and exceed everyone’s expectations—including my own."

~ Jack Emery, Vice President, Data Solutions Marketing, HammeriQ

CONNECT WITH EC AT THESE CONFERENCES

eTail DC 2007
August 6-9, 2007
Hilton, Washington D.C.
Call: 888-482-6012
Registration: $1,699 (discount for early registration)

Creating A Vision For Multi-Channel
Retailing Growth & Innovation

As many retailers have learned, the eCommerce industry never allows for complacency. Trends have been combining to create an explosion of innovation and investment in the online retailing channel. The result is a dynamic and competitive selling environment that will challenge every online seller to satisfy and thrill online shoppers--before another retailer does.

At each event, eTail brings together more than 1,000 executives to discuss and debate myriad industry perspectives and best practices, offering untold opportunities for knowledge exchange and future business development.