The Little

Black Book
of Executive
Secrets

NIBM N AT I O N A L I N S T I T U T E O F
BUSINESS MANAGEMENT

SPECIAL REPORT N337


EDITOR
Alane Keller
MARKETING DIRECTOR
Todd Lebo
PUBLISHER
Philip W. Clark
©2001, National Institute of Business Management, 1750 Old
Meadow Road, Suite 302, McLean, VA 22102-4315. Phone:
(800) 762-4924. All rights reserved. No part of this book may be
reproduced in any form or by any means without written permis-
sion from the publisher. Printed in U.S.A.
“This publication is designed to provide accurate and authorita-
tive information in regard to the subject matter covered. It is sold
with the understanding that the publisher is not engaged in ren-
dering legal, accounting or other professional service. If legal
advice or other expert assistance is required, the services of a
competent professional person should be sought.”—From a
Declaration of Principles jointly adopted by a committee of the
American Bar Association and a committee of publishers and
associations.
Part One: Secrets of Success
What is the difference between good
managers and successful managers?
Good managers fulfill the company goals.
Successful managers fulfill their own goals,
a subset of which are the company goals.
Good managers accept assignments and
bring them to completion on time and
within budget. Successful managers put
themselves in position to be given assign-
ments that directly relate to the company’s
bottom line, then complete them on time
and within budget.
Good managers accept praise. Successful
managers are known to and appreciated by
the CEO.
Success comes to those who understand the
subtle difference between doing what is hand-
ed to them and using what is handed to them
to advance their own priorities. The strategies
on the following pages will illustrate how you
can draw more success from every situation
you encounter.
-3-
4 / National Institute of Business Management
A Corporation of One
Never forget: your primary loyalty is not to
your boss or your company but to your own
career. When your work life and personal
finances are stable, your dependents’ lives
can be stable—if you call yourself a bread-
winner, that’s what it’s all about.
The good news is that loyalty to your
career and loyalty to your boss and compa-
ny usually coincide. But when you’re forced
to choose, remember that you work for a
corporation of one.
“You will like yourself better
when you have the approval of
your conscience.”
Orison Swett Marden
The Little Black Book of Executive Secrets / 5
Win over a new boss ...
Take these steps to earn a new boss’s trust:
Make his agenda your agenda. When a new
boss arrives, he’s going to be looking to see
who’s on board and who’s resistant to change.
As you explain your job, offer him guidance
on why some projects deserve more of your
attention than others, but don’t try to force
your agenda on him. Odds are, the boss wants
to score some quick, high-visibility victories.
Indulge him for the first few weeks and soon
he’ll turn his attention elsewhere, trusting
you to manage your own priorities.
Give answers. A new boss has lots of ques-
tions and wants short, specific answers. If
you editorialize or babble, she may discount
you and look elsewhere for information.
Make sure the first sentence out of your
mouth addresses the question head-on. If
you cannot deliver a yes/no or fact-filled
answer, acknowledge the importance of the
question and promise to find out right away.
Don’t gossip. Stick to work-related facts, at
least for the first few months. As your boss’s
faith in your discretion grows, he may begin
to ask for your opinions about your co-work-
6 / National Institute of Business Management
ers. Resist the temptation to tell all. If you’re
asked whether Ellen should be given leader-
ship of a new project, don’t say that she has
been scatterbrained lately because she’s
going through a divorce. Say that you think
she’s handling all she can at the moment.
Increase trust with a long-term boss
Not only will you move up faster if your boss
trusts you, you’ll get better assignments
with less supervision along the way. Here are
three ways to earn more trust:
Learn the questions to know the answers.
Challenge yourself to answer your boss’s
questions in the most factual, concise man-
ner possible. That means anticipating what
the questions will be and staying on top of
the answers. For example, if you know your
boss is concerned about weekly sales, be
ready to answer “870 orders, up 6%” when
she asks. Your preparation is evidence that
you share your boss’s concerns. (If your boss
throws you an unexpected question, don’t
hem and haw. Say you’ll research the answer
and get right back to her—then add it to
your list of topics to stay familiar with.)
The Little Black Book of Executive Secrets / 7
Keep a secret. Show discretion when a
boss reveals confidential matters. Don’t tell
a soul, not even friends outside of work.
Enough said.
Be a spy. Bosses love employees who serve
as their eyes and ears. Information such as
“the CEO’s in a bad mood today” or “I over-
heard that consultant speak highly of you”
gives your boss an edge. Caution: Speak only
of work-related matters until you’re
absolutely sure of your boss’s trust, and even
then reveal personal information about co-
workers only when necessary.
Example: Your boss says that his rival has
been under-performing lately and that now
might be the time to try to absorb the rival’s
department. If you’re aware that the rival’s
child is hospitalized, let your boss know—
otherwise, others who also know may see
your boss’s power play as mean-spirited.
“The very key to our success has been our
ability, foremost among nations, to preserve
our lasting values by making change work for
us rather than against us.”
Ronald Reagan
8 / National Institute of Business Management
Changes at the top?
Seek out the trusted lieutenant
If a new CEO or senior executive takes over
your company and vows to “shake things
up,” don’t fret. While it’s wise to plan for
upheaval by quietly job-hunting, also use
the internal turmoil to your advantage.
Here’s how:
Identify the new leader’s most trusted
aide. This No. 2 person can influence who
stays and who goes. Get to know this lieu-
tenant by introducing yourself and offering
to help during the transition. Say, “I’d like to
help you and your boss have a positive
impact here.” Pounce on any tasks, exceed
expectations and earn points.
“Never fight too often with one enemy or
you will teach him your art of war.”
Napoleon Bonaparte
The Little Black Book of Executive Secrets / 9
Need a creative spark?
For a fresh look at your business, spend time
with new employees. Walk them through
procedures and encourage their questions.
Adopting a beginner’s perspective can lead
you to make connections and shed assump-
tions that limit your creativity.
“Creativity is like a muscle—it has
to be stretched and exercised regularly
to keep it fit and functioning.”
Gloria Hoffman and Pauline Graivier
Provide skill coaching in private
If you’re teaching someone—below you or
above you—a new skill, do it in private.
Teaching works best when the learner doesn’t
feel self-conscious. If the office is watching, it
can make the individual nervous. Hold one-
on-one coaching sessions behind closed
doors, and prohibit drop-in visitors. This
gives the learner a chance to practice and
make mistakes in a supportive environment.
“Learning new things won’t help the person
who isn’t using what he already knows.”
Anonymous
10 / National Institute of Business Management
Re-directing
a difficult work relationship
Be open to the idea that the solution to a dif-
ficult relationship may be you. You may
want to change someone at work. Most of us
do. But changing others is a lot harder than
changing yourself.
Carefully observe the person with whom
you’re having trouble. Can you find a pattern
of when trouble erupts? Note exactly what
you are doing at those times. Does your
behavior seem to make that person feel
threatened? Put-upon? Sarcastic?
Put aside your frustration with that
response. Keeping your work goal in mind,
think of other ways you could approach the
person than with your usual behavior.
Through trial and error, you may well dis-
cover a better way to work with that person.
“The most important thing in communication
is to hear what isn’t being said.”
Peter Drucker
The Little Black Book of Executive Secrets / 11
Don’t react to putdowns
If a co-worker says something mildly insult-
ing or tries to cut you down, ignore it or walk
away. Don’t descend into the mud by trying
to “top” the zinger with an even more caus-
tic comeback. If the comment is deeply
offensive, say so. But otherwise rise above
the urge to react. In most cases, the safest
and smartest response is to keep your
mouth shut.
“The right word may be effective,
but no word was ever as effective
as a rightly timed pause.”
Mark Twain
12 / National Institute of Business Management
Turn runaway stress into power
Average managers manage stress, but smart
managers eliminate it. If you deal with the
core causes of your stress rather than mere-
ly treating its symptoms, you can save your-
self from fighting a constant battle of nerves.
Start with these two steps to eliminate stress
in your life:
Impose “pre-deadlines.” Racing to tie
together loose ends before a deadline is
inherently stressful. Instead, impose your
own pre-deadline that falls safely before the
actual deadline. If you need to finish a report
by Friday, insist on a Wednesday due date
and stick to your schedule.
Get more sleep. One of the easiest ways to
relieve stress is to experiment with your
sleeping patterns. Commit to getting one
more hour of sleep every night for two
weeks, and watch the stress melt away.
“Most stress is caused by
people who overestimate the
importance of their problems.”
Michael LeBoeuf, Ph.D.
The Little Black Book of Executive Secrets / 13
Never rush out of a meeting
When a meeting ends, you may be tempted
to rush back to your desk. Don’t, or you will
miss the debriefing that tends to occur after
a formal meeting ends. Your colleagues may
privately agree to modify or disregard action
plans they made earlier. Play it safe and
linger until most attendees have headed
their separate ways.
“Control your own time. Don’t let
it be done for you. If you are working
off the in-box that is fed you, you are probably
working on the priority of others.”
Donald Rumsfeld
Doing a big favor? Keep it to yourself
If a boss or co-worker asks you to do a rea-
sonable favor for her, do it. Then accept her
gratitude and don’t tell a soul what you did.
If you brag, it looks cheap. You risk ruining
the good will you’ve built up by your actions.
If you do favors for others quietly, it increases
the odds that they’ll find ways to repay you.
“Happiness lies in good health and a bad memory.”
Ingrid Bergman
14 / National Institute of Business Management
Say ‘no’ and make it stick
When colleagues and staff ask you for
favors, you may dread saying no. Agreeing to
the favors not only undermines your own
agenda, it makes you a target of more
requests.
Next time, just say no. Practice this in your
personal life with unsolicited salespeople,
the person trying to pressure you to become
PTA chair, and the relative who wants to bor-
row money. It gets easier with practice. If a
co-worker persists, stand by your no and
offer an alternative. Example: “I can’t do
that, but I can suggest a few other options.”
If they still nag you, give a “no and here’s
why” statement, such as: “Again, the
answer’s no. The reason is ...”
“I had a life with options but frequently
lived as if I had none. The sad result of my not
having exercised my choices is that my memory
of myself is not of the woman I believe I am.”
Liv Ullmann
The Little Black Book of Executive Secrets / 15
Keep your ego in check
Maybe you’re nice enough. But why do col-
leagues seem to avoid you in the cafeteria or
“forget” to invite you to parties?
A common culprit: ego. Beware of these
rapport-ruining behaviors:
Playing “Topper.” When someone tells a
fun anecdote, don’t rush to top it. Example:
Joe discusses his kid’s soccer game. You pipe
up to brag about how your kid scored the
winning goal last weekend.
Lecturing. A co-worker shares his struggles
trying to master a new software program.
You should nod and empathize, but instead
you interrupt to give unsolicited advice. Even
if you’re an expert and you’re itching to
chime in, wait until someone asks for help.
Taking yourself too seriously. A good-
natured colleague gently jokes about a mistake
you made. Don’t take offense or defend your-
self. Laugh along. Acknowledging that you are
human allows everyone else to be human, too.
“It is important for our friends to believe that
we are unreservedly frank with them,
and important to friendship that we are not.”
Mignon McLaughlin
16 / National Institute of Business Management
Explain your errors—briefly
You blundered. Now you want to apologize.
Don’t overdo it. If you launch into a blow-by-
blow account of why you screwed up, you’ll
come across as overly defensive or incom-
petent. Instead, give a two-sentence apolo-
gy. Example: “I’m sorry for not following
through. I know what went wrong and it
won’t happen again.” Unless you’re asked for
the gory details, leave ‘em out.
“Mistakes are part of the
dues one pays for a full life.”
Sophia Loren
How to snag the right mentor
You’ve identified an executive who would
make a great mentor. Now your challenge is
to build a relationship with that person.
Whatever you do, don’t come out and ask,
“Will you be my mentor?” That makes it easy
for busy people to say no.
Instead, ask for advice on one issue you’re
facing. Then assess the feedback. If you like
what you hear, say, “That really helps. Can I
The Little Black Book of Executive Secrets / 17
come to you again?” Let the relationship
evolve naturally.
“Talk low, talk slow,
and don’t say too much.”
John Wayne
Rebuff unfair criticism
Criticism is hard enough to hear when you
deserve it. But when you receive scalding
feedback you know is unwarranted, you
must speak up without sounding defensive.
Here’s how:
Criticize yourself—on the right grounds.
Respond to inaccurate criticism by substi-
tuting accurate criticism. That redirects the
focus to relevant issues while saving you
from picking a fight.
Example: Your boss thinks you drew the
wrong conclusion by using faulty data,
when in fact you used the right data but did-
n’t clearly state the time frame for your pro-
jections. You’re convinced your conclusion
is valid. So you say, “My timing was off. I’m
disappointed in myself for not making it
clear that I was presenting a long-range con-
18 / National Institute of Business Management
clusion.” By initiating your own criticism,
you get rid of fuzzy or misguided ideas.
Position yourself as part of the solution.
If you’re blamed for someone else’s mis-
takes, don’t point fingers. Instead, propose a
way you can now begin to have responsibil-
ity and solve the problem.
Example: The CEO drops by to criticize
you for your unit’s soaring expenses. (In
truth, your boss wastes oodles of money.)
Ask the CEO, “As much as I’d love to enact
cost-saving steps, I don’t have that authority.
Will you give me that authority by letting me
chair a committee to cut expenses over the
next year?”
“When it comes to critics,
remember that nobody will ever
get ahead of you as long as he is kicking
you in the seat of the pants.”
Tony Randall
The Little Black Book of Executive Secrets / 19
Giving advice? Not so fast!
Your employee comes to you with a prob-
lem, and you’re ready to dish out advice.
Wait. First lay the groundwork so that your
input sinks in. Follow these three steps:
1. Ask. Probe to find out more about the
problem. Ask two or three questions to
clarify your assumptions, learn what the
employee thinks or collect more facts.
2. Support. Give a one-sentence pat on the
back. Examples: “You’ve done everything
right so far” or “You’re going to persevere
and survive this.”
3. Advise. Now that you’ve probed and sup-
ported, offer insight. By bonding with
employees first, you ensure they’re ready
to accept your advice.
“Sometimes I think that the main
obstacle to empathy is our persistent belief
that everybody is exactly like us.”
John Powell, S.J.
20 / National Institute of Business Management
Rid yourself of labels
Your colleagues label everyone from the
“bean counters” to the “paper pushers.”
Don’t join in. Refer to each department by
name (“accounting,” “human resources”)
without the cute moniker. You never know
who’s going to take offense.
“Human beings, like plants,
grow in the soil of acceptance, not
in the atmosphere of rejection.”
John Powell, S.J.
Move up with modesty
The more success you find, the more mod-
est you should appear. Share credit for a job
well done. Say that you’re going “to try hard-
er next time to produce even better results.”
This shows you’re not too full of yourself.
When it’s clear you’re a hot property, speak
well of the results, not your own performance.
“Get someone else to blow your horn and the
sound will carry twice as far.”
Will Rogers
The Little Black Book of Executive Secrets / 21
Use the ‘3 C’ model
to build successful teams
When assembling a team, ask the group to
select a Commander, Collaborator and
Communicator from among their ranks.
The Commander acts as leader.
The Collaborator is in charge of fostering
teamwork.
The Communicator is the team spokes-
person throughout your organization.
“The first responsibility of a leader is to define
reality. The last is to say thank you. In between
the leader is a servant.”
Max Dupree
Rescue a meeting
Many meetings turn into a time-wasting
hell. If you’re running the meeting, watch for
these threats and be ready to act graciously
but firmly—most attendees will be grateful
and everyone will respect time more:
Hogging. One person monopolizes the
proceedings.
22 / National Institute of Business Management
Bogging. The group dwells on one subject,
especially in the first half-hour.
Fogging. One person evades topics or
becomes vague or defensive.
Frogging. The group leaps around aim-
lessly, stopping briefly to discuss one subject
and then jumping to the next.
Flogging. Participants fling personal
attacks at each other.
Source: Managing Teams by Lawrence Holpp
(McGraw-Hill, 1999).
“Give me a stock clerk who wants to work
and I will give you a person who will make his-
tory. Give me a person who does not want to
work and I will give you a stock clerk.”
J.C. Penney
The Little Black Book of Executive Secrets / 23
Drop hints to keep audience tuned in
If you’re giving a presentation that lasts
longer than 10 minutes, you’re probably
going to lose everyone’s attention after the
first 10 seconds—unless you actively engage
them. Try these 2 strategies:
Build suspense. Early in the speech, pose
a mystery that you promise to solve.
Example: Point out how certain customers’
behavior doesn’t make sense, but hint that
you’ve found the explanation.
Mention listeners by name. Pepper your
presentation with praise for individuals in
the audience. This keeps everyone listening
to hear whom you’ll recognize next.
“People will pay more to be
entertained than educated.”
Johnny Carson
24 / National Institute of Business Management
Make people listen to your message
Compel others to listen to you by starting off
with these attention-grabbers:
“I’ve got good news.”
“You’re going to like what I’m about to
say.”
“You may want to sit down for this.”
“When you asked me for this information,
I never thought I’d find out so much.”
“This is complicated, so here’s the short,
sweet version.”
“I’m going to summarize this for you in
less than 20 words.”
“Good communication is
as stimulating as black coffee, and
just as hard to sleep after.”
Anne Morrow Lindbergh
The Little Black Book of Executive Secrets / 25
Coping with a seriously ill employee
Leading your team through the illness of
one member is one of the greatest tests
you’ll face. Keep these tips in mind:
Don’t walk on eggshells. Don’t become
hypersensitive; simply aim for normal
behavior. There’s nothing wrong with the
usual greeting of “How are you?” But it
would be rude to hound the person for a
detailed response. And don’t comment on
the employee’s appearance.
Avoid Aunt Sophie Syndrome. When an
employee tells you that she has a serious ill-
ness, you may immediately recall someone
you know who had a similar condition. Every
situation is different, and the outcome for
Aunt Sophie may be very different from what
this person faces. Don’t diagnose, and don’t
project your experience onto this situation.
Remember that you’re being watched. If
one employee in your department is ill, the
whole department is affected. Decide what
the department response will be and state it
clearly.
Consider the precedent-setting nature of
your decisions. Don’t offer star performers
options that you won’t offer others.
26 / National Institute of Business Management
Be aware of your image. Employees will
watch you closely to see how you respond to
a seriously ill worker. Balance your compas-
sion with making sure the job gets done.
As time passes, turn up your listening
skills to understand what your employees
are facing.
Don’t assume anything. Take a lesson
from a company vice president who tells
this story: “The first thing I said when my
internal audit manager told me she had can-
cer was, ‘Forget about work.’ I wanted to
make it clear I was more concerned with her
fighting this thing than with any considera-
tions about work. But I soon realized that
she wanted to dwell on work. That was her
way of coping.”
“In times like these, it helps to recall that
there have always been times like these.”
Paul Harvey
The Little Black Book of Executive Secrets / 27
The right ways to check references
One of the most tedious parts of the hiring
process is checking a candidate’s references,
but neglecting this step is an invitation to
trouble for months or years to come.
Neutralize the references’ fear of lawsuits
and get the truth about your potential hire
with these questions:
“Is X eligible to be rehired?” If not, “Is this
because your company has a general policy
on rehiring employees or is there another
reason?”
“Would you enthusiastically recommend
X?”
“How would you compare X’s work habits
with those of her co-workers?”
“Did X function better at your company
working alone or as part of a team?”
“What, if anything, distinguishes X from
others who do the same type of job?”
“What can we expect from X if she works
for our company?”
One reference-checking ploy. As you
know, a candidate’s former employer rarely
reveals all the details about the individual’s
past performance. Try this trick:
28 / National Institute of Business Management
Call the references’ direct lines on the
weekends (or whenever you think they won’t
answer). Leave the following message on
their voice mail: “Bill Smith is applying for
[position] at our firm. Your name has been
given to me as a reference. Please call me
back if this person was outstanding.”
A former employer who has strong posi-
tive feelings about a candidate will surely
call. But if only two or three references out of
10 promptly return your call, it could be a
red flag. Note of caution: This method may
not be reliable if you use it during a typical
vacation period, such as August or late
December. And it’s also chancy with only a
few references.
“Remember, it wasn’t raining
when Noah built the ark.”
Howard Ruff
Part Two: Eight Who Dare
to Succeed
Lessons from the School of Hard Knocks
Successful managers learn from every
encounter with a problem employee, an
overdue project, a budget that makes no
sense. Then, when the workday goes hay-
wire, successful managers turn all those les-
sons into action that analyzes and organizes
the chaos into achievable tasks. Finally, the
most successful managers solve the under-
lying problems that brought the chaos on.
Following are the hard-knocks lessons that
eight highly successful managers want to
communicate to NIBM’s readers. The les-
sons are yours for inspiration as you make
your own dreams come true.
- 29 -
30 / National Institute of Business Management
Ask for help
In his eight years as an emergency room
(ER) physician, Arky Ciancutti, M.D., man-
aged crises with aplomb.
NIBM: What’s the biggest obstacle that pre-
vents managers from moving up the ladder?
Ciancutti: They may resist asking for help
from the right people. And that isolates
them. In the ER, I had to be able to hear a
nurse tell me that she thought I was about to
make a bad decision. ER nurses often know
more than the doctor. That nurse is my sub-
ordinate, so I had to ask for help and get it in
a way that did not diminish my authority.
NIBM: How did you do that?
Ciancutti: I’d wait for a calm moment and
say to the nurse, “You’re an expert at this.
There are times you know things that are
critical to patient care, and I need your help.
I’d welcome that information.” If you say
something like that, employees ask ques-
tions and volunteer more.
NIBM: But doesn’t that make you look
weak?
The Little Black Book of Executive Secrets / 31
Ciancutti: You’ll be weak if you do not ask
for help. It’s harder for a manager to earn
respect than it is for an employee to earn
respect. Employees don’t have the authority
baggage.
NIBM: What if you prefer not to ask for
help?
Ciancutti: Get over it! Listen, there are two
ways to rise to the top—a negative way and
a positive way. The negative way is to find
out where the wars are, guess which side you
want to be on and fight. The positive way is
to eliminate the war, to get people to help
you.
“Outstanding leaders go out of their
way to boost the self-esteem of their
personnel. If people believe in themselves,
it’s amazing what they can accomplish.”
Sam Walton
32 / National Institute of Business Management The Little Black Book of Executive Secrets / 33

Shine, shine, shine NIBM: How do you handle pressure from

As a technology director at Corning Inc.,
Lina Echeverria runs a group of 45 glass
researchers, including 25 Ph.D. scientists,
for this $5 billion company.
NIBM: If you’re brilliant but bashful, how
can you get ahead? Should you assume that
your great ideas will speak for themselves
and get you promoted?
Echeverria: No! You must let the world
know you’re the best. Participate in profes-
sional societies, present your work internal-
ly to senior executives, publish articles in
above, like when the boss gives you an
unreasonably tough deadline?
Echeverria: You rely on your past per-
formance to develop the credibility to say
openly, “Yes, this is doable” or “There’s no
way we can do this.” I’ve been in both
places. You don’t want to try to fool anybody.
You just draw upon your experience.
“If you believe in unlimited quality and act in
all your business dealings with total integrity,
the rest will take care of itself.”
Frank Perdue

journals. And get your boss involved. I tell

my employees, “I’m your PR agent.”
NIBM: What do you think is the smartest
way a creative employee can impress the
boss?
Echeverria: Performance, performance,
performance are the three rules of moving
up. A consistent performance not only
proves your value, but it gives you a margin
of error for those times when you don’t
deliver.
34 / National Institute of Business Management The Little Black Book of Executive Secrets / 35

Play to your strengths NIBM: What happens if your strengths

don’t jibe with your company’s needs?
In the 25 years since she joined Ford Motor Bay: That’s a good question. I remember
Co., Janine Bay has climbed the ladder to when I went to my boss and discussed the
become director of vehicle personalization strengths that my coach helped me identify.
for the automotive consumer-services group. He said, “Wow. There’s always been some-
From her office in Ford’s Dearborn, Mich., thing about you that troubled me. I could
headquarters, she manages 177 employees, never figure out what it was.” I allowed for
including 70 in Europe and 12 in Asia. the pregnant pause. He finally added, “My
NIBM: How did you earn so many promo- strength is discipline. If I put discipline and
tions? innovation on opposite ends of a scale, your
Bay: I had an executive coach a while back end [innovation] is what we need now.”
who helped me. Now usually, a coach might What a man to admit that!
interview you and then focus on what you
need to change or what you don’t do quite “True education makes for inequality: the
right. But my coach forced me to focus on inequality of individuality, the inequality
of success, the glorious inequality
what I did well and why my strengths were
of talent, of genius.
important to Ford Motor Co.
Felix E. Schelling
NIBM: What are your strengths?
Bay: My coach found I had strong people
skills, I was fairly entrepreneurial and fairly
innovative. Twenty years ago, these skills
wouldn’t be as important at Ford. Now they
are. Once you know your strong suits, you
can then seek out jobs that capitalize on
them. Play to your strengths and you’ll get
promotions.
36 / National Institute of Business Management The Little Black Book of Executive Secrets / 37

The Hard Truth by “Z” Riddled with doubt? Keep it to yourself.

When you arrive at the office, pretend
Each month in NIBM’s monthly WORKING you’re putting on a mask. Assume the role of
SMART, “Z” offers insights into what it really a confident, can-do kind of person. Early on,
takes to get ahead. This 25-year veteran of a boss told me to straighten my back and
the corporate battlefield has climbed the drop my shoulders. He said, “Dammit, look
ranks to head a $100 million information like you have something important to say.”
services company. He was right. I practiced in the mirror, liked
The Hard Truth, #1. Stop Cringing. My what I saw and began faking it. Whenever I
neighbor got a mangy old dog, Jake, from a felt a shred of doubt, I’d tuck in my belly and
shelter. The poor thing had been abused. see myself as Gen. George Patton!
Now Jake cringes whenever anyone walks in
the room. The dog looks up, sees someone “Positive thinking is the key to success in
coming and expects to be hit. business, education, pro football, anything that
Some employees are like that, carrying you can mention … I go out there thinking that
themselves like victims. When you look at I’m going to complete every pass.”
them, they look away. When you ask a simple Ron Jaworski
question, they start apologizing, not answer-
ing. If you talk business, they fall all over
themselves with embarrassment because
they didn’t contribute more, make more
progress, give more evidence, whatever.
If you recognize yourself, get a grip!
If you think you’re worthless, you’ll con-
vince yourself your strengths are really
weaknesses. You’ll sabotage yourself at every
turn.
38 / National Institute of Business Management
The Hard Truth, #2. Make yourself layoff-
proof. In our lunchroom, the topic of layoffs
comes up a lot. My employees have a “that
could be me” look in their eyes.
I want them a little worried.
I want workers who think of ways to make
themselves valuable. By contributing to the
bottom line, they not only safeguard their
jobs but rack up influence and promotions.
Think how you spend your time. Do you
bellyache about your employer’s failings and
fret about how ‘the idiots at the top’ are mak-
ing mistakes? Or do you master new tech-
nologies, study for a degree or invent a
process that can save your employer
money?
If you’re whining about what you can’t
control, you’re probably in line for a pink
slip. But if you’re taking responsibility, you’ll
probably come out on top.
Stay put and prosper. Say you love your
job and would hate to leave. That alone
won’t protect you from losing it. But creating
a track record of success will make it harder
for someone like me to let you go.
Convince me you’re layoff-proof.
First, astonish me. Produce dramatic
The Little Black Book of Executive Secrets / 39
results. A slight gain will not grab my atten-
tion. Announce a bold objective, smile in the
face of my skepticism and then get it done.
My sales manager set a production goal that
I viewed as pure bluster. Three months later,
he exceeded it. This guy’s not leaving my
payroll, that’s for sure.
Second, be quick and decisive. Like most
CEOs, I can’t always afford to be patient.
Think in terms of proving your value every
quarter, not putting in a year’s effort only to
come up with a modest gain that wasn’t
worth the wait.
Finally, don’t be needy. Express confi-
dence by taking risks. Speak out. If you’re
shot down, come back fighting. The more
you convey “I don’t need this job,” the more
I’m going to hang onto you.
“To do anything in this world worth
doing, we must not stand back shivering
and thinking of the cold and danger,
but jump in, and scramble through
as well as we can.”
Sydney Smith
40 / National Institute of Business Management
Share your dreams
As founder, chairman, CEO and president of
Storage USA Inc., the country’s second-
largest self-storage company with $250 mil-
lion in revenue, Dean Jernigan understands
how to create a team. Jernigan, 55, likes to
surround himself with folks who show
desire and can-do attitude.
NIBM: What are some rare traits that only
true leaders possess?
Jernigan: Finding someone with a real
can-do attitude is hard. There are enough
people out there who tell us why we can’t do
things. But it’s a rare employee who accepts
a challenge even if I don’t think he can
accomplish it. They adopt a glass-is-half-full
philosophy and wind up exceeding my high
expectations. Those people go very far.
NIBM: Lots of ambitious, talented employ-
ees want to reach the top. Why do so many
lose their way?
Jernigan: Because they’re not thinking big
enough. If your vision is to be the office-sup-
ply store in your town that sells the most
paper clips, you can reach that vision. But so
The Little Black Book of Executive Secrets / 41
what? You won’t be that successful. When we
started this company in 1985, we named it
Storage USA even though we only had one
storage facility. People laughed at us for
choosing such a grand name. Now we’re
growing internationally. So even I didn’t
think big enough!
NIBM: What other barriers block career
advancement?
Jernigan: Poor communication skills. If
you’re involved in lots of communication
breakdowns, that’s a bad sign even if you
think they’re not your fault. You could prob-
ably have prevented at least some of those
breakdowns if you communicated well.
NIBM: What’s a great way for one of your
managers to impress you in a quick conver-
sation?
Jernigan: Talk in terms of “we” and “our”
to emphasize we’re a team. I deplore the use
of “I” or “me.” I’m always correcting people
here who forget that and say “I” or “me.”
“Dreams are powerful reflections of your
actual growth potential.”
Denis Waitley and Reni L. Witt
42 / National Institute of Business Management
Go the extra mile
The are only 29 openings for head coach of
an NBA team. Butch Carter filled one of
those jobs for three years, boosting the
Toronto Raptors from 16 wins to 45 wins.
Carter, co-author of Born to Believe with
his brother Cris Carter, a wide receiver for
the NFL’s Minnesota Vikings, understands
the petty politics that characterize the tur-
bulent working world.
NIBM: How did you move from player to
coach?
Carter: As an assistant coach with the
Milwaukee Bucks, I worked with another
assistant coach, Lee Rose. He taught me how
to promote myself to become head coach.
He said the best way to get there is to get
someone else to promote you so you don’t
have to. When we were on the road, he said,
“I’ll talk great about you and you talk great
about me.” I admired him, so I agreed. His
support really helped me.
NIBM: Lots of able folks aspire to be top
dog. What separates the best from the rest?
The Little Black Book of Executive Secrets / 43
Carter: A lot of people have a dream but
don’t want to participate in making it hap-
pen. They don’t want to go to company par-
ties. They don’t want to go the extra mile to
ensure their projects are done right. And
they don’t manage others’ perceptions.
NIBM: What do you mean by managing
perceptions?
Carter: As a coach, I always arrived at
work one hour earlier than everyone else
and left one hour after the last person left.
Sometimes a colleague would leave and
then call back in a half-hour or even come
by again to see if I was still there. They want-
ed to think they were working harder than
me, but I wouldn’t let them. As a result, they
perceived me as a really hard worker, as
someone totally dedicated. Then they would
tell others how hard I work, and I earned a
good reputation.
“The will to win is not nearly as
important as the will to prepare to win.”
Bobby Knight
44 / National Institute of Business Management
Associate with the best
Alan Shugart, 70, founded Seagate
Technology in 1979, building the company
into the world’s largest independent manu-
facturer of disk drives and related compo-
nents. When he left the firm in 1998 as its
chairman and CEO, it had grown to 110,000
employees.
Before launching Seagate, Shugart
climbed the corporate ladder for 18 years at
IBM and four years at Memorex.
NIBM: How did you exert leadership over
110,000 employees?
Shugart: Part of being a leader is making
sure everyone knows you’re a leader. Some
managers forget that. They just hide in their
offices and don’t get out in front of their
employees. You have to take charge and set
an example of what you want done and how
you want people to act.
NIBM: Is it hard not to let all that power go
to your head?
Shugart: The best leaders are proud but
humble. I learned that lesson when I was 12
years old. I came home from a softball game
The Little Black Book of Executive Secrets / 45
and told my mother all the great things I did
for the team. I went on and on. Finally she
said, “That’s great. I just wish someone else
had told me.” Here we are, 58 years later, and
I’ve never forgotten that.
NIBM: How do you decide whom to pro-
mote among many good employees?
Shugart: I learned this exercise at IBM.
You list all your employees. Then you say to
yourself, “I’m going to quit and start a new
company. Who’s the first of my employees
that I’m going to take with me?” It doesn’t
matter what kind of company you start. The
key is to base your decision on character,
not technical ability. You can always teach
someone who’s smart to master a new skill
or understand a new business. Certain
names will jump out at you. They’re the ones
you promote.
NIBM: How about deciding whom to hire
when you have plenty of strong candidates?
Shugart: Seagate’s HR people would get
upset at me when I said this. But I’d tell them,
“Hiring is easy. Just ask yourself two ques-
tions: Are they smart and do you like them?”
46 / National Institute of Business Management
NIBM: How about the question of work
ethic?
Shugart: That’s important, but you also
want to hire people who have balance.
Remember, all work and no play makes Jack
a dull boy. My mother added to that. She
said, “All play and no work makes Jack
unemployed.”
“If people are coming to work
excited … if they’re making mistakes
freely and fearlessly … if they’re having
fun … if they’re concentrating on doing
things, rather than preparing reports
and going to meetings—then
somewhere you have a leader.”
Robert Townsend
The Little Black Book of Executive Secrets / 47
Seize the day
Philip Crosby, a corporate vice president
with ITT Corp. for 14 years, quit his job in
1979—the same year his now-classic man-
agement book, Quality Is Free: The Art of
Making Quality Certain, appeared. He
launched a consulting business in 1979 that,
in 10 years, grew to 300 employees and $80
million in revenue.
NIBM: What do you think separates mere
managers from true leaders?
Crosby: Leaders have an agenda. They
don’t need to have all the answers, but
they’re not afraid to say what they’re going
to do or what they want to achieve. They also
take the time to build relationships with
their staff. That does not mean they become
best friends with their employees, but they
do show interest in them as fully dimension-
al people and they help them to become
more successful. A mediocre manager, by
contrast, doesn’t go that extra mile.
NIBM: How about knowledge level—are
leaders smarter than everyone else?
48 / National Institute of Business Management
Crosby: They certainly are more worldly.
They have the ability to think about more
than just their own narrow area. They realize
that there are 5 billion people out there, that
we’re in a world economy where it’s impor-
tant to move beyond narrow boundaries of
understanding. They think on many levels,
taking into account all sorts of factors that
others might miss.
NIBM: Most managers would surely agree
that it helps to be a broad thinker. But in
practice, how can someone become more
worldly?
Crosby: Read more and be curious. Read
The Economist—a magazine that gives a
great worldwide view. There might be some-
one in another part of the world dealing
with the very same problems that you’re fac-
ing, whether it’s staffing or managing
change or whatever.
NIBM: What do you see as the No. 1 mistake
that otherwise competent managers tend to
make?
Crosby: They get so wrapped up in what
top management is doing that they fail to
The Little Black Book of Executive Secrets / 49
think about their own employees. They for-
get who they’re doing business for. Instead
of thinking about improving their operation
or listening to their employees or customers,
they dwell on every move that senior man-
agement makes and they think, “How does
this affect me?”
NIBM: You were a rising executive at ITT
Corp. How did you beat out rivals for promo-
tions?
Crosby: At first, I had a tough time moving
ahead. But then I decided that I was going to
be useful and reliable. So I went to
Toastmasters and studied speaking to
become more useful. Almost everyone else
made lousy presentations, so I figured this
was a way I could stand out. It worked.
When I was a quality engineer, I got sent to a
conference. When I returned, I was asked to
give a presentation to higher-ups on what I’d
learned, and I summed up everything so
that they could understand easily.
Afterward, they were just thrilled and they
gave me more responsibility. They said,
“Where did this guy come from?”