Thursday, November 21, 2013
"knock knock: it's the CEO"
Monday, November 4, 2013
"business is about other people"
"business is about other people"
Tuesday, October 8, 2013
on the road again, featuring Juicy
Monday, October 7, 2013
Q&A with Michael Gould
Q. Did you always have an interest in retail?
A. No. I went to business school because I wasn’t sure about going to law school. After graduation, I was turned down for a job in the research department at Goldman Sachs and I ended up at Abraham &Straus. Like most things in life, it was very serendipitous.
Q. Any leadership lessons you learned while you were growing up?
A. My father was a biochemistry professor at M.I.T. He was also the faculty adviser for biology and pre-med majors. It’s funny what you remember: I was in grade school, and the phone rings during dinner. There were no answering machines in those days, of course. My father starts getting up and my mother says: “Bernie, sit. Let it ring.” And my father says: “Sophie, it could be a student. And if a student has the courage to call his professor, the professor should always be there.”
What it said to me was that we’re in the people business. I believe the business I’m in is giving people an opportunity to grow. At the end of the day, no one remembers anyone’s numbers, no matter how good they were at any moment in time. All anyone’s going to remember is, did they give me an opportunity to be more than I thought I could be? What people want is a sense of recognition. They want a sense of belonging. People want to sense that what they’re doing makes a difference.
Q. Other overarching thoughts about leadership?
A. To me, the fundamental basis of leadership is trust. If you don’t have trust, you have no leadership. I’ve also always believed that you have to be passionate about what you do, and have compassion for people. I don’t think you can teach passion. You know it when you see it. You can just look in somebody’s eyes.
Q. Do have any favorite sayings or expressions?
A. One of the most important pieces of advice I ever got in business, and I tell this to every new employee: “You don’t have to have the answers. You just have to know where to go for the answers. Don’t think you’re a lone ranger.”
Q. How do you hire? What qualities are you looking for?
A. One of the very first things I look for is intellectual curiosity. People have to walk through the store to get to my office, so if someone’s come in here for an interview, I will ask them, “What didn’t you like?” I don’t ask them, “Tell me what you liked.” I say, “Tell me what you didn’t like.” Their back will go up a little, and I’ll say: “I asked a question. I’m not taking notes.”
I know what they probably shouldn’t have liked, but do they have the intellectual curiosity? What do they do when they’re not working? I’ll also say, “What should I know about you that I haven’t already asked about?” It’s interesting what people say.
Q. If you had only five minutes to interview someone and could ask them only a few questions, what would they be?
A. “Tell me the best business decision you’ve made in the last year. What’s the worst decision you’ve made in the last year? What are three areas of self-improvement that you’re working on?”
Q. You talked earlier about the importance of compassion. Can you elaborate on that?
A. I do not claim to be the smartest or the swiftest, but I have an ability to listen to people and empathize with what I think they’re going through. I think empathy is a large part of life, and being sincere and truthful is a large part of life.
Q. Some of the C.E.O.’s I’ve interviewed have talked about the tricky balance around empathy — yes, you have to care about people, but you also have to make hard choices and difficult decisions about staffing. Your thoughts on that?
A. I went to work at Giorgio in 1986, and after I was there awhile, I had to let a sales manager go. He was in way over his head. It was the first change I made, but I watched and waited for months until it seemed like an appropriate time. I had such angst about it. After I let him go, I said to the fellow who was in charge of human resources: “How’s the staff? How are the younger account executives in the field going to feel?” And he said: “Listen, they want to know what took you so long to do it. They like him personally, but he wasn’t the leader he had to be.”
I think that 95 percent of the time, when we wait too long as leaders to make hard decisions about people, we’re marked down by the team, because the team is wondering, what took so long? It has to be right for the company and the person, just like the job.
But I don’t know how you can be a great leader without warmth and humility. That doesn’t mean you can’t cut bait if you have to, and it doesn’t mean you’re not honest with people. Honesty is day in, day out. People have to trust you and know you always have their back, in the good times and the tougher times. I don’t think you can have too much warmth or too much empathy.
Q. What about career advice?
A. I give a lot of people a John Gardner article from 1990 on personal renewal. Life is an endless process. When you get out of college you say: “I’ve got my degree, I graduated with a solid G.P.A., I played intercollegiate sports, I spent a year in Europe. Now I’m going to go work.” No, you’re not going to go work. You’re going to go learn. Part of what you’re going to learn about here is retail and part of what you’re going to learn is about life and interpersonal skills. It’s everyone’s role at Bloomingdale’s to make sure these kids are learning. And it’s everyone’s responsibility to keep learning.
I had one of my top executives say to me a few years ago, “I don’t want the same job next year.” I said, “Well, you’re not going to have the same job next year.” I’ve had the same title for 14 years, but I haven’t had the same job. You have to evolve.
Interview via: The New York Times
I've been lucky enough to have seen him speak on the importance of "giving" & not taking life to seriously. It's amazing to see a CEO speak in such sincerity about enjoying your job& not taking life to seriously, but also making sure that you are there to be able to help someone. And make sure there is always someone there to help you... After all, it's all a learning experience.
A version of this article appears in print on October 6, 2013, on pageBU2 of the New York edition with the headline: Be Passionate, Yes, but Always Have Compassion.
Monday, July 29, 2013
25 Highest Paid Women of 2011 (better late than never...right?)
This list is only to inspire and admire that these 25 women worked their asses off to get to where they are.
Executive title: Chairman, President and Chief Executive Officer
Monday, January 21, 2013
Push Through
Here is today's motivation, a great summary of most articles I've read.
Pushing Through the Tough Stuff: 7 Tips
Phone a Friend. Confide in a trusted colleague or friend and ask them to kick you in the pants. I count on several good friends who don’t know all the nuances of my company, and when I’m faced with a tough day or a crummy situation, their objectivity helps boost my confidence and gain perspective. This also creates accountability because someone you respect will ask what happened. “I was too chicken to deal with it,” is just not an acceptable answer.
Dress for Success. Don your suit of armor. Wearing a new suit or sky-high pumps can make you feel more powerful and in control. Rich colors and bold patterns can make a statement before you utter a word. Wear what gives you confidence. Use your clothing, accessories -- even hair and makeup -- to give you more game.
Pump Up the Volume. High-performing athletes use music to psych themselves up before a big event. Put on your headphones and crank up your favorite, adrenaline-churning jams. Maybe classical or new age music centers you and improves focus. Use whatever works to get into your zone.
Reward Yourself. I tell my kids, “Do the crummy stuff first so you can have fun later.” Usually, that refers to household chores before social activities, but it works for me as well. If I’m struggling or procrastinating, little incentives help me stay on track and get things done. Just like a lollipop after a doctor’s shot, that piece of Swiss chocolate, that glass of Pinot or a promised hour of window shopping helps me push past the pain to get to the pleasure.
Get Moving. Exercise is known as a great stress reliever, but it also helps clear your mind so you can focus on the tough stuff. When I’m up against a task I just don’t want to tackle, 30 minutes of yoga or even a brisk walk gives me time to think and clears the cobwebs so I can attack my problem.
Just Do It. Don’t overthink it. Don’t give yourself time to procrastinate. Sometimes you just need to jump. I call this “ripping the Band-Aid off.” Leaders often need to make decisions and act quickly. You won’t always have the luxury of planning and preparing before facing an uncomfortable situation. This is when you need to trust your instincts and experience, and act.
Consider the alternatives. What is the cost of your inaction? Not firing an underperforming employee is bad enough for productivity, but it also spreads poor morale for your other employees. Angry customers get angrier over time.