I couldn't decide whether to post this on "Young Dreamers", "Fire and Money", or even "Health and ER"... so I defaulted to "Other".
"Perform or Perish"
With these quotes, who needs the article? The irony of the following quotes, and the linked story, is that Business Week thinks these execs are all doing a great job. For somebody, anyway.
I joke that I've never had a real job, and thank goodness for that. But if you've ever worked for, or even with, these people then you have my sympathy.
I cancelled my Business Week subscription, too…
"Perform or Perish"
With these quotes, who needs the article? The irony of the following quotes, and the linked story, is that Business Week thinks these execs are all doing a great job. For somebody, anyway.
"It will be survival of the fittest for employees," says Robert Finkel, founder of Prism Capital, a Chicago-based private equity firm.
"We expect CEOs to exceed our plan, and we talk to them daily or every other day," says one chairman and CEO of a private equity firm. "They're under a microscope."
And two sentences later:"I'm not sure he can go faster; he has already taken the floorboard out of the car," says Griffith. But he also makes it clear that Clarke won't be cut much slack should the economy weaken.
" Paul "Chip" Schorr, a senior managing director at Blackstone, seems even less inclined to ease up: "I think they can go faster," he says of Clarke's team. "They're a couple of years ahead already, so why not?"
… CEOs who bring "hard" qualities such as aggressiveness, persistence, insistence on high standards, and the ability to hold people accountable are significantly more likely to succeed. Those who offer primarily "soft" skills that are often effective at public companies—like listening, developing talent, being open to criticism, and treating people with respect—are unlikely to work out. Says Smart: "Successful private equity CEOs are cheetahs."
"You're ahead of plan," Clarke concluded at the end of the presentation. "And we want more."
"You can't guarantee people jobs in this world," says Jo-Anne Kruse, Travelport's executive vice-president for human resources. "We are here to manage the cost and productivity of labor." The straight talk, she says, should be comforting. "It can be taken as a very negative thing, but I don't believe that's what it is," says Kruse. "If you're in a financially healthy company, you know your check will clear."
How one hard-charging exec got ahead of those pesky employee expenses:"I've intentionally made a team that will not accept the possibility of failing," he says. Now Storch is setting his sights on the rank and file, who wear badges pledging that they're "Playing to Win." Laggards "have got to go," Storch told a group of store managers recently. "If you don't get rid of poor performers, they turn into your biggest problem."
Oh, but that doesn't strike fear & trembling into the hearts of the execs as much as this:][Petrovich's] first accomplishment was her most audacious: persuading hardened workers at the company's main factory in Oshkosh, Wis., to sign a new United Auto Workers contract. Workers resigned themselves to a 33% cut in wages and benefits. It was bitter medicine. "Employees are angry about the wage cuts forced on them, and they will be angry about it until they die," says one former employee who asked not to be named.
Petrovich also attacked expenses by forcing executives to fly economy instead of business class and setting dollar limits on hotel costs.
"She's very demanding. You can't hide from [Petrovich]. If you're not performing, she'll find you."
And my "favorite":Clisch says he took just one half-hour nap—on Saturday afternoon—and finished the project at 11 p.m., nearly 50 hours after he had begun. But Petrovich is toughest on her senior managers. In an August, 2006, presentation to a trade group, she noted that she had changed six of the seven top executives who reported to her. Today, four of those recruits are gone. "The executive turnover rate is very high—the highest I have witnessed in over 25 years in industry," says Daniel H. Burns, a former vice-president for operations who left AxleTech earlier this year. Says Petrovich: "Most senior leadership departures in private equity are driven by an inability to perform at the highest standards expected for value creation."
When one manager offered soft goals, Demetriou snapped: "Are we going to have negative synergies? Raise your stretch targets!" When another confessed he had ordered too much material, Demetriou seemed incredulous. "It just blows my mind," he said. "This is a page you should put up in your offices and get pissed off!" And this, evidently, was a good day. "We actually had a great quarter," says Demetriou after the day-long session. "I just felt it was my responsibility to dive into these guys." Adds one employee who has seen Demetriou in action many times before: "People got off easy."
I joke that I've never had a real job, and thank goodness for that. But if you've ever worked for, or even with, these people then you have my sympathy.
I cancelled my Business Week subscription, too…