| The following information is based upon over 500 | | | | organizations. |
| interviews with senior executives with whom I | | | | What senior executives are most concerned |
| conducted over the past four years. These senior | | | | with:o Retention of valued employeeso Turnovero |
| executives represent a variety of industries and | | | | Ethical behavioro Customer service and |
| organizations. It is interesting to note the | | | | satisfactiono Global competitiono Employee |
| similarities of their responses. The research | | | | healthcareo Lack of communication from all levels |
| concentrated on five areas: | | | | of the organizationo Lack of employee loyalty and |
| 1. How they gained their experience and | | | | company loyalty to employeeso Finding good |
| knowledge to become a senior executive. | | | | peopleo Satisfying stockholders while balancing |
| 2. What are their attitudes and opinions concerning | | | | cost, quality, service and employee moraleo |
| the youth of today? | | | | Lawsuits/discrimination chargeso Lack of civility |
| 3. What are they most concerned about in running | | | | towards one another and customerso Integrating |
| an organization in today's society? | | | | a diverse workforce |
| 4. What are their hobbies and interests outside of | | | | What senior executives think about today's youth: |
| work? | | | | This question was a mix of attitudes and opinions. |
| 5. What do they read to keep current? | | | | It appears that responses were influenced by |
| How they gained their experience and | | | | type of industry and tenure of the senior |
| knowledge:o For all respondents, education was | | | | executives. Here is what they said:o Bright, |
| the number one priority. All had an undergraduate | | | | ambitious, motivated, opinionated, intelligent and |
| degree and approximately 60% had a graduate | | | | confidento Have an entrepreneurial mindseto |
| degree. They all believed that without a college | | | | Ability to multitasko Need a better work |
| education, their chances for advancement to | | | | ethic...absenteeism, drugso What can the company |
| senior management were almost unattainable.o | | | | do for me attitudeo Expectations are too |
| Having mentors throughout their career was very | | | | high...expect promotions without paying the dueso |
| important to these men and women. They | | | | Lack of commitment to the organizationo Have a |
| learned how to promote themselves through the | | | | sense of entitlemento Lack of civility and |
| guidance of a mentor. I highly recommend that | | | | professional bearingo Lack of respect for otherso |
| you read Steven Scott's book, Mentored By A | | | | Too much reliance on technology and not enough |
| Millionaire.o Networking was the key for much of | | | | people skills |
| their success within and outside of their industry. | | | | Publications senior executives read most:o Trade |
| When they joined professional associations, they | | | | publications specifically written about their |
| joined with the goal of becoming an officer in the | | | | particular industryo Harvard Business Reviewo |
| organization for better exposure and networking. | | | | Wall Street Journalo Fortuneo Economisto |
| Networking consistently served as a catalyst for | | | | Investors Business Dailyo Books on tapeo Fast |
| thinking creatively to capitalize on opportunities.o | | | | Companyo Executive Books Summaryo Forbeso |
| They all are students of human behavior. They | | | | Business Week |
| are keen observers of their employees' and | | | | Hobbies/Interests of senior executives:o Golfo |
| managers' actions. They look for team- oriented | | | | Familyo Readingo Travelingo Volunteeringo |
| individuals who treat others with respect and | | | | Working outo Walking/runningo Cookingo Tenniso |
| dignity. Attitude is the key ingredient for being | | | | Fishingo Bicycling |
| recognized by this group of executives. They are | | | | If your career plan is to ascend to a senior |
| constantly on the look out for talent within and | | | | management position, write your own personal |
| outside of their organizations.o The majority of | | | | action plan based upon how the senior executives |
| these senior executives moved around their | | | | in your organization gained their experiences. In |
| organizations every two to three years. A lot of | | | | addition, think about how you can help them with |
| them took lateral transfers in order to understand | | | | their major concerns in leading an organization. |
| all facets of the organization.o It was evident that | | | | Read what they read in order to be conversant |
| these senior executives all focused on results. | | | | with them. Look at their hobbies and interests and |
| They have no patience for excuses or reasons | | | | determine if you have mutual interest with them. |
| why something cannot be done.o All of them are | | | | If you do, use it to network and display your |
| strong advocates of life-long learning. They are | | | | similar interest through conversation. Lastly, form |
| voracious readers. They read about many | | | | a positive response for their perception of the |
| different subjects. Their readings spur creativity | | | | youth of today. Suggest ways that they can |
| which they put into action. They are constantly | | | | harness the energy of the youth and put it to a |
| learning about how others run their organizations | | | | positive force within an organization. |
| and how they can apply those strategies to their | | | | |