[su_dropcap style=”flat”]I[/su_dropcap] LIKE SMALL books that have big ideas. The Outside the Box Executive is one of those books. I was curious about the title, thinking it must be synonymous with thinking outside the box or being the innovative type who colors outside the 
lines and disrupts the status quo. That isn’t it. This book really is about executives who are ‘outside the box’, assuming a traditional C-suite position in an interim capacity. This is the playbook for leaders who, as the author describes, must be able to parachute in and hit the ground leading. A short book, deserves a short synopsis, but we’ll still take a tour of each chapter, gleaning highlights from each.
Keep in mind that the tenets of this book are based on the responsibilities of an Interim Executive who holds the position only for a period of time, but must be focused and action-oriented through their tenure.
First let me share a quote from the book that, well, it just spoke to me;
You do not lead by hitting people over the head—that’s assault, not leadership.[su_spacer]
– Dwight Eisenhower
Action
Instead of being the decision-maker, the Interim Executive becomes the designer of a new decision-making process, with the objective of adding value. Listen well, listen continuously, actively listen. Gain solid trust of Vice-presidents, Tier 2 and Tier 3 people. By asking questions, departments share information about customers, products, revenues, margins, and profitability among departments. Make communication a priority. Communication means being able to retain, remember, and restate what was discussed and learned. Designing a decision-making process encompasses listening, analysis of issues, opportunities, challenges and most of all, it includes communication and recognition of employees.
Decision Making
All decisions are not created equal. There are decisions that can be made quickly and have low impact; then there are the strategic decisions that require a visible process. Recall the Action chapter where information was gathered among departments and teams. During decision-making, that information is rolled into actionable items. The Interim Executive’s broad experience might be a temptation to ‘tell’ people what to do. Instead, use this period as an opportunity for peer groups to present key information to each other about what is happening in the organization. The role of the Interim Executive is to be a facilitator of communication, encourage discussion, prompt comments, and fish for ideas. Participants in strategy sessions like this one will need to agree on the big picture of what will be accomplished, develop a shared vision, determine priorities, and understand that they must own the project and be willing to accept change. The success of change management and corporate improvement depends on it.
Determination
The truth is momentum dissipates and enthusiasm wanes. Money as a motivator sounds logical, but it’s proven that recognition wins as the highest motivator. In know, right? Go figure. Monitor and communicate all through the process to minimize failure but, problems are bound to happen, uncertainty can creep up, and suddenly enthusiasm fizzles. Understand, and be ready for them before they happen. As the author points out, reward and recognize success, but do not punish failure. He offers a litany of ideas for helping scale the loss of motivation and overcome declining determination. Determination is contagious. So is lack of it. Be resolute about the success of the project. Minimize politics, preserve relationships, use and capitalize on experience and talents of individuals.
Meetings
The chapter on meetings, I believe is the shortest chapter, and for good reason. We all know meetings can be a huge time suck. Spontaneous hallway conversations can often garner the more valuable information. For example, accurate answers to these two questions during an impromptu encounter holds more value than a formal meeting with coffee and doughnuts. “How are things progressing?” and “Is there anything I can provide to support your efforts?” If you want to know how things are going, walk around, observe, ask questions and — listen, really listen. Meeting of the Board of Directors is favorable and should take place with the expectation that board members have done their homework and come prepared for discussion and decisions, not for reading reports and regurgitating financial data.
Documentation
This was my favorite chapter, of course. I filled the role of documentation specialist or technical writer for much of my career. I know the truth in the author’s observation, “Write it down or you’ll forget it.” All important to the Interim Executive are things we’ve already talked about: active listening, developing a shared vision, communication, and determination (staying positive). Documentation of everything is beneficial from the planning to the execution and even beyond because the documentation becomes a historical document. (Trust me on this. You need to write it down.) OK now back to our story. Documentation isn’t just a bunch of notes compiled into multi-page binders that have no significance. Project documentation is reference material of objectives, milestones, resources, expectations, and it often becomes the lifeline to problem solving later on. The Interim Executive knows the critical nature of good documentation and should indoctrinate everyone with that belief.
Downtime
Balance – that’s the theme of this chapter. Everyone needs time at work and time at rest. Well, OK and time at play. This chapter is dedicated to expressing the need of individuals to work but also take time away. This means taking time for family events and living within priorities. There are also suggestions for going beyond the walls for networking and relationship building with a variety of people who are, in some way, part of your at-work consortium. The Interim Executive says, “Part of leadership is setting good examples for everyone. Do not sit in your office!”
Analysis and Focus
The author continues to build the role of the Interim Executive and develop the key individuals who are working through the process of corporate improvement. Remember one major objective is to add value. This chapter delves into identifying core business strengths and weaknesses as well as products, services, investments or markets that are not aligned with the core business. So rightly titled, Analysis and Focus, the author presents how to create opportunities for streamlining, simplifying, and improving almost every area of the company. There’s a section in the chapter that discusses the way complexity creeps into processes. Another section talks about LEAN.
Learn
Never stop learning. Talk with customers frequently to get their perspectives on your company, market, and suggested product changes. One interesting learning concept came from the author’s suggestion that the Interim Executive work alongside some of the employees who are in areas unfamiliar to someone at the executive level. Don’t discount having knowledge of social media and its impacts. “Learning is important if you want to grow and build your strengths along with growing the company.”
Domain Experience
If you’re unsure, like I was, about domain experience, it means that to be an Interim Executive, you must have worked in the same industry for which you will be hired to lead. So Construction Industry requires Construction Industry experience. The author says this isn’t necessary to have identical experience. Leadership qualifications are necessary as are the skills of a mentor and coach.
Mergers and Acquisitions
Mergers and Acquisitions is an area where Interim Executives can thrive. Taken from the observations of the author, “Mergers and Acquisitions is one of the most complex activities a company can undertake. It is also one of the most important methods of growth in today’s fast paced world.” He then goes on to discuss the process from a high level and acknowledges that the role of an Interim Executive is different in a company that is going through a merger from one that is not. The teams that form are specific and unique when a merger is going on. Communication among all executives and employees is critical. Naturally the atmosphere and demeanor can be reflective of anxiety. The benefit of an Interim Executive during an M&A process is that they bring their skills and experience into the organization but can do it free of biases, negative thinking, fear, relationships. Instead they can bring focus and get results.
Change Management
Change is inevitable. Whether the change is due to economic climate, technological advancement, slowing trends, or faltering infrastructure, change will come. Where current management is content to stick with the status quo and continue on course toward a fading vision, an Interim Executive knows that change is required. They also understand that a new strategy is necessary to enhance core strengths of the organization and sustain them through turbulent times. Interim Executives are able to assess the current company situation, define where it is today in view of where it can be in the future if improvements are made to its financial and operational baseline. “Change management is more important than ever because technology, environment, economy, customer shifts, and regulatory changes happen more frequently than ever.”
Results
In this final chapter of his book, Richard Lindenmuth brings up the music every executive loves to hear. Results are what everybody looks for and results are what matters to everyone. How is performance against expectations? What is being measured? Is it strictly financial data or are considerations made for external market changes, technology, or other environmental factors? Most of the time, one thing that isn’t measured is the culture. Is there a way to measure a secure work environment where people are satisfied and feel secure?
At this point the author has come full circle. There might not be a numbering algorithm to measure culture, satisfaction, improved communication, and a reduction in job turnover. There might not be a reliable way to measure adding more jobs within a community by keeping work stateside instead of outsourcing overseas. In renting an expert, hands-on Interim Executive who focused on results, organizational improvements included all those things, and success has come as a result of active listening, employee involvement, clear strategy, and focused direction.
