Perhaps you’ve heard Arianna Huffington’s most recent monologue on success: The apogee of achievement should not to be defined by that quintessentially capitalistic combo of money and power. Sure, success as defined by money and power might be macho. It might lead to a bigger bank account. But at what cost? Huffington, in Chicago recently to give the keynote at the “Women in the Forefront” luncheon organized by The Chicago Network, argues for a third success metric beyond money and power. Well-being. Not that money and power don’t contribute to success. It’s just that without physical and mental well-being—the “third leg of the stool,” as she calls it—we put our health in danger. Without that third leg we risk toppling over, as Huffington literally did back in 2007, when she collapsed from exhaustion, only to awake in a pool of her own blood.
I have to agree with Huffington, the Chair, President and Editor-in-Chief of the Huffington Post. Particularly, those of us in business tend to lavish rather irrational praise on over exuberant workaholics (I mean the indefatigable 24/7 kind of work fiend). Pulling an all-nighter is held in high esteem by too many colleagues and bosses. Sleep is somehow undermined. It’s considered a sign of weakness. And that’s not only silly, it’s downright unhealthy. So, to her credit, ever since her fall, Huffington has been evangelizing on the benefits of sleep (the 8-hours-a-night, plus a mid-day nap kind of sleep). She’s not espousing laziness, as the modern-day, work-life imbalanced employee might think. The fact is, it is when we are well rested that we are at our best. That’s when we make the best decisions. After all, as Huffington told the Chicago crowd, “we should pay employees for their judgment, not their stamina.” To see Ms. Huffington express her views on the value of sleep, check out the TED video above.
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Leadership in the Field: Interviews with Global Leaders
By Russell Reynolds Associates with Roger O. Crockett
George Barrett is Chairman and CEO of Cardinal Health, a Fortune 100 health care services company. Barrett served as Vice Chairman of Cardinal Health and CEO of its Healthcare Supply Chain Services business from January 2008 to August 2009, when the company concluded a sweeping reorganization that resulted in Barrett’s promotion to the top job. Prior to Cardinal Health, Barrett held a number of executive positions with Teva Pharmaceuticals Industries. He is also a director on the board of Eaton Corp.
When I met with Barrett at Cardinal’s headquarters in Dublin, Ohio. He was cordial and accommodating, but he also impressed me as a no-nonsense kind of leader. It’s appropriate. He is after all, in charge of a nearly $100 billion company that employs something close to 30,000 people worldwide. As you might expect for a healthcare executive, Barrett is fit and energetic. After our meeting he pointed through a window to the recently renovated sections of Cardinal’s sprawling campus, which includes a state of the art fitness center. Then with a handshake and smile, he was off; perhaps to get in a workout.
For a glimpse of George Barrett’s views on leadership, watch the video interview by clicking the video image above, or read the transcript that follows.
An Edited Transcript
CHAPTER 1 – TRANSFORMATIONAL LEADERSHIP: “THE BOARD IS THE STRATEGY COMMITTEE.”
Roger Crockett: Well, of course many industries are in the midst of massive change, including yours, the healthcare industry. How critical is it amidst that change to re-invent a company, and how do you recommend a management team go about that reinvention?
George Barrett: Well, the word reinvention is used a lot these days and probably means a lot of different things to different folks. I think for us this is a time of extraordinary change. It is for many businesses, but certainly those of us in healthcare realize that we’re in a system that’s undergoing a lot of unique pressures. You’ve got enormous population health issues. You’ve got still a large number of uninsured or under-insured Americans. You’ve got issues of public health, and issues around demographics that are really creating a huge challenge when you think about the economic impact for us. So we’ve thought a lot about the reinvention of the company and I think all companies need to do this. I think the constant evaluation of where you are, what your portfolio looks like in the midst of changes is a critical thing for us. So we’ve devoted a lot of attention to this. (more…)
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By J. Todd Phillips
Years ago a colleague of mine had a desk plaque that read, “The buck stops…over there.” For too long, this has been the mantra of the unwitting American healthcare consumer. Many Americans do not recognize themselves as consumers when utilizing the healthcare system. We are “patients” – often impatient, of course, but “patients,” nonetheless. We are people who, according to the definition of patients, “receive or are registered to receive medical treatment.” Therein lies the problem: patients “receive”, we are acted upon, we are passive participants in the healthcare process. We pass the buck.
Given all the changes now sweeping across the American healthcare system, this has to change. With the era of healthcare now superimposed on the age of immediate access to information, patients must become consumers. Consumers “purchase goods and services for personal use.” Consumers are active participants, they seek options, they arm themselves with data and they make informed decisions – most often based on value. It seems the U.S. healthcare system has been designed to discourage this typical consumer behavior often seen in other industries. Why don’t Americans purchase healthcare the same way we purchase vacations, vehicles and household appliances? New innovations brought about by both rising healthcare costs and healthcare reform should move the needle on this metric.
Insurance companies are creating innovations aimed at lowering cost, expanding coverage and shifting accountability. In addition to offering plans that comply with the Affordable Care Act, most insurance companies now (or will soon) offer solutions to increase healthy behaviors among consumers. Many also offer web-based tools to help consumers make informed purchasing decisions. For example, logging in to the member portals of some of the national insurance carriers gives consumers access to price comparison tools, provider directories featuring Zagat-style doctor ratings and education on how to prevent illness. These tools truly make it easier for patients to become consumers. (more…)
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Kris Rinne is Senior Vice President of Network Technologies at AT&T Labs. AT&T has more than 90,000 women working in various capacities all across the globe. But few, if any, are as influential as Rinne. She is responsible for AT&T’s vast network architecture, platforms and performance, plus its radio access roadmap, wireless device requirements, and vendor selection. Previously, she served as Chief Technology Officer for Cingular, the wireless juggernaut created through a joint venture by AT&T and Bell South. Over all, she has more than 30 years experience in the telecom industry, which started when she switched her career aspirations from teaching math to a job working at Bell South.
At heart, Rinne is a down-to-earth Midwestern girl who remains as refreshingly approachable as any big-time exec could be. I was at the ceremony last Fall in San Jose, for instance, where the Wireless History Foundation inducted her into the Wireless Hall of Fame. With AT&T Mobility’s CEO Ralph de la Vega present and a host of other industry stalwarts, Rinne, the only woman among four inductees, was exceedingly humble when accepting her recognition. She might not like to say it, but if you want to know what’s new and cutting edge at AT&T and across the wireless industry, ask Kris Rinne.
It was also late last year that AT&T announced it would begin remodeling its network, tossing out old legacy telecom gear and replacing it with a plethora of smaller but powerful software-driven servers. The goal, dubbed Domain 2.0, is to transform AT&T’s network into a spiffy new data center.
To accomplish that, AT&T plans to open up its network to new software vendors and new ideas from the likes of Silicon Valley engineers and even University researchers. Traditional telecom networks aren’t adaptable, they’re hard to scale up and they aren’t as cost-effective as they could be. Rinne acknowledges that such a network revamp won’t be easy for AT&T, but she and the company are committed to the rebuild in order to remain relevant in the future.
Here are edited excerpts from Rinne’s answers to five questions about AT&T’s business and the wireless world in general. (more…)
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We are on the cusp of a new technology tipping point. The smartphone era will soon give way to a “wearables” world. We’ll depend on wearable smart-watches, eye glasses, rings, pins, badges (and who knows what other kinds of Iron-Man-esque gear) more than the phones we habitually slide into our pockets and purses today.
After all, despite its intelligence and convenience, the smartphone still causes us some in-convenience: the act of retrieving it from our pocket, swiping and tapping the screen to unveil a desired app, the need to look at the screen to absorb the information. These things pull us away from whatever else we’re doing — in the car, in business meetings, at restaurants. Wearables, however, offer a more seamless digital experience. They allow us to absorb information without being distracted from what we’re focusing on at the time.
According to former Georgia Institute of Technology professor Thad Starner, who is now the director of Google’s Contextual Computing Group and a Technical Lead on Project Glass, if you can’t get to a tool within two seconds your use for it goes down exponentially. Smartphones, often packed away as they are, have trouble meeting that two-second standard. But wearables offer instant access. (more…)
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We are nothing if we aren’t wireless these days. Our mobile phones serve as mini computers, jukeboxes, bank tellers … you name it. We can’t do much, personally or professionally, without our mobile technology. Here’s a glimpse at some of the coolest stuff coming to market — by Samsung, Apple, Google and Motorola Solutions — to help you live and work more efficiently:
Samsung Galaxy S5
Move over Apple, Samsung’s handsets have become the hottest and most innovative mobile phones on the market. The Galaxy S5, expected in a few months, updates an already way-cool product. Much of the improvement is packed into the camera. It boasts a 16-megapixel sensor, a step up from the Galaxy S4’s 13-megapixel version. Furthermore, it features a 0.3-second shot speed — finger-snap fast. Another cool addition is what Samsung calls “Selective Focus”, which lets you snap a shot and then re-select a focal point later. Also, an HDR Live mode is included, which conveniently allows you to see how HDR could alter a shot before you take it. Meanwhile, the video capabilities have been improved to allow 4K quality. And, as if to not let Apple get any momentum on the creativity front, Samsung added a fingerprint scanner and embedded it in the Home key, much like Apple iPhone 5s’ fingerprint feature.
The folks at Apple don’t intend to eat Samsung’s dust for long. According to analysts in China, the upcoming iPhone 6 will catapult the iPhone into the big screen space. Expect the 6 to have at least a 4.7-inch, scintillating 1,136-pixel-by-640 pixel display — up from the current 4-inch screen size. Some insiders are predicting a screen anywhere from 5.7 inches to 6 inches in size, and boasting a 1920 pixel-by-1080 pixel display. Youza! The overall size of the phone will be bigger, but it will also be considerably sleeker. Among other goodies, the 6 should include an improved 13-16 megapixel camera that rivals Samsung’s. Look for Apple to debut its latest iPhone this Fall. (more…)
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By Shawn D. Baldwin
The prolific growth and subsequent value creation of the companies launched by Carlos Slim Helu (left) catapulted him to being named the world’s richest man (surpassing Bill Gates) according to Forbes in 2010, 2011, 2012 and 2013. This is an incredible feat, as most people had believed surpassing Bill Gates in net worth to be a fantasy. It is all the more notable because Carlos Slim (as he’s called) is from a developing country, Mexico. He comes from very humble beginnings, but he began his investing career at the early age of 12. He initially made his first fortune in real estate, becoming a millionaire in his early 20′s, and he has since created a net worth of over $73 billion dollars through his companies. Slim’s holdings are diverse, ranging from securities and banking to insurance and real estate. However, he is most well known for his success in the telecommunications industry. His core holding is America Movil SAB (AMXL) which operates in 18 countries, takes in revenues of over $59 billion, and has over 150,000 employees.
The telecommunications industry is well-suited for outlining Value Creation (a series this author, Baldwin, writes for Fast Company). The telecom sector, driven by wireless technology and innovation, has been a dominant generator of wealth and jobs. As a point of reference, the telecom sector was up last year over 21% and has a total market capitalization of over $93 billion. The capital markets believe the sector has tremendous upside, as we saw Verizon close the largest bond transaction in history — a $50 billion bond deal last year. Slim sees more potential opportunities in telecom and for American Movil. He says the industry will invest over $9 billion over the next four years, citing greater speed and services for small business as the particular growth engines.
Despite his immense wealth, the first most notable thing about Slim is his extreme humility. Despite being a multi-billionaire, Slim resides in a relatively modest six-bedroom house that is less than a mile away from his office. He personally doesn’t ascribe to the concept of conspicuous consumption, and doesn’t have a super yacht or multiple mansions around the world. He doesn’t have a fleet of high-performance, exotic cars, and he still prefers to drive himself. (more…)
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I like to say that leadership is about more than a title. It reflects experience, intelligence, an understanding of the business landscape, but also of human nature. In the 21st Century, with the diversity that now is America and our global environment, leadership requires something even more.
I’m reminded of what the poet and philosopher Ralph Waldo Emerson said: “We need the whole society to [arrive at] the symmetry we seek.” Emerson saw the world as all leaders should. When he looked into a crowd, he saw not a crowd but a collection of individuals. He saw each person as limited and diverse in what and how they perceived things.
Every other year, Chicago United, a non-profit which promotes multiracial leadership in business, selects a new group of executives who make exceptional candidates for corporate board directorships because of their outstanding performance and leadership. The latest crop of Chicago United Business Leaders of Color see the world the same way that Emerson did. And, they understand what early American President John Quincy Adams said: “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” I recently moderated a discussion on leadership, diversity and driving change with four of these exceptional business leaders . Check out the lively exchange in the edited video above.
Chicago United Business Leaders of Color panelists (above video, from left to right):
Cathy Peng, Chief Business Development Officer, Ethertronics
Ana Dutra, Chief Executive Officer, Mandala Global Advisors
Sunil “Sonny” Garg, Senior VP and Chief Information and Innovation Officer, Exelon
John Trainor, General Manager and Publisher, Hoy Newspapers
To watch clips from our discussion, click the video above.
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By Wilfred J. Lucas
By now, everyone who watches football has seen or heard about Seattle Seahawks cornerback Richard Sherman’s rant after an acrobatic block of a pass at the end of the NFC Championship game against the San Francisco 49ers. And as you might expect, everyone has an opinion about him personally and as a football player. The most ugly comments seem to be the result of people evaluating his actions through the complex prism of race: A black man with talent who stands up and proclaims to the world that he is the best at what he does. Instead of comparing him with the traits that have made all successful Americans great, some have given to calling him a “Thug.”
My hope in writing this article is that everyone learns something, even Richard Sherman. Sherman possesses the things that have made him successful and even models the traits that gave birth to our nation. Maybe it is not an accident that the Sunday, Jan. 27 issue of the New York Times had an article about Richard Sherman and another one in another section about “Success.” I saw a real connection. (more…)
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Nearly lost in the coverage of Microsoft’s Feb. 4 announcement of a new CEO was the simultaneous, though subordinated, announcement of a new company Chairman: John W. Thompson. In combination, these two appointments are extraordinary management moves—perhaps more visionary than any tech industry C-suite reorgs since the dot-com bust more than a decade ago.
How so? Well, the fact is, Microsoft has done something unprecedented among digital companies. Suddenly, it has the most diverse leadership tandem in big-time techdom, with the top two execs being people of color: Thompson, the African-American Chairman, and Satya Nadella, the Indian-American CEO. Now, you might be thinking that their race ought to be irrelevant. What’s significant is these executives’ ability to perform, to do as promised and transform Microsoft from a fading tech star into a newly competitive light in the galaxy of cloud and mobile computing.
True. But if Microsoft is to be supremely competitive again, it will need to find growth in new markets, markets far from its traditional mainstream hunting grounds. Most of the growth in mobile computing, for example, is happening overseas in places like Nadella’s homeland of India. He studied Electrical Engineering at the Mangalore University before moving to the U.S. to study computer science at the University of Wisconsin. He’s been with Microsoft for over 20 years now, but just in his mid-40s, he’s young for a chief executive.
By picking Nadella the Microsoft board seems to recognize the company needs a fresh perspective with a closer connection to the current and next generation of technology users. And make no mistake, Nadella’s Indian upbringing and education allow him to innately see the world through the eyes of international consumers. As Nadella has rightly pointed out in interviews, success at Microsoft depends on the collective power of its various teams. But he has also said that he is very much a product of his experiences and background. Indeed, the worldly, India-influenced vision and instincts he brings to the corner office will likely bring a much needed spark to Microsoft’s innovation. (more…)
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