This document summarizes key strategies and best practices for leading organizations during tough economic times. It discusses the importance of developing a strong client-service orientation by implementing policies like those at Nordstrom to integrate client service into the organizational culture. Leaders are encouraged to define reality clearly, balance realism with optimism, focus on building trust with clients and employees, and foster innovation. Uncommon examples of client focus from Michael Dell and Bono are also provided.

1. Business Leadership
Conference:
Tg. Mures, Romania
With the Support of The Post-Privatization Foundation
September 29, 2010
Facilitator: Anthony Silard,
President, The Executive Leadership Institute
www.execleaders.com

2. Leadership Session:
Leading in Tough
Economic TimesEconomic Times
The Advanced Certification of Transformational
Nonprofit Leadership
December 3, 2009
The Center for Social Leadership
COPYRIGHT CSL 2009

3. Redefining Success
“Success doesn’t come from
aiming at success. Successaiming at success. Success
comes from doing what you’re
passionate about to the best
of your ability.”
COPYRIGHT CSL 2009

4. Beyond the Goal
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WWW.EXECLEADERS.COM

5. Beyond the Goal
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6. What is Beyond the Goal
for you?
“Spend your whole life earning
money to pass on to your children
and they will spend it.and they will spend it.
Spend your whole life building
character to pass on to your
children and they will keep it.”
-- Anthony Silard
COPYRIGHT CSL 2009

7. Leading in Tough
Economic Times: Strategy #2
Develop a Client-Service
OrientationOrientation

8. Leadership Character Quality:
FOCUSFOCUS

9. Vision-alignment at Nordstrom:
Concrete Policies to Integrate Client-
Service into Organizational Culture
1) Full inventory; Regional buyers to meet
local preferences
2) Managers must first prove themselves on2) Managers must first prove themselves on
the sales floor as SA’s
3) Unconditional, timeless merchandise
guarantee

10. Vision-alignment at Nordstrom:
Concrete Policies to Integrate Client-
Service into Organizational Culture
5) SA ‘forms a partnership’ with client: High-
touch relationships and no department
barriersbarriers
6) Hero culture: Top SA’s ‘Pacesetters’,
‘VIP Club’, ‘Employee of the Month’
7) SA writes down client preferences,
thank-you notes, personalized service

11. Nordstrom Employee Handbook
Welcome to Nordstrom
We’re glad to have you with our Company.
Our number one goal is to provide
outstanding customer service.
Set both your personal and professional goals high.Set both your personal and professional goals high.
We have great faith in your ability to achieve them.
Nordstrom Rules:
Rule #1: Use your good judgment in all situations.
There will be no additional rules.
Please feel free to ask your department manager,
store manager or division general manager
any question at any time.

12. From Fear to Empowerment
“Management is afraid to give frontline employees
the power and authority to make a difference.
They are afraid someone will screw up,
which will make them look bad.
We all know mistakes will be made, and that every
now and then there will be a bad apple.now and then there will be a bad apple.
But that shouldn’t deter a company from following a
process of continuing to improve how it functions.
The leadership has to make it clear that
empowering workers is part of the
ethic and approach of the organization.”
-- Donald Petersen, retired chairman, Ford Motor Company

13. Vision-alignment at Dell:
Meeting Client’s Needs
1) Client customizes own computer
2) Low inventory and no sunk costs from
obsolete computers enables low prices
3) ‘Direct from Dell’: Quick turnaround3) ‘Direct from Dell’: Quick turnaround
thanks to high-velocity, internet-based
relationship with suppliers
4) Onsite technical warranty builds trust
with client and brand equity

14. Uncommon Client-Focus
“On the Web, nobody knows I’m a CEO.
I’ll hang out in chat-rooms where
actual users commonly chat about
Dell and our competitors.
I listen to their conversations asI listen to their conversations as
they discuss their purchases
and their likes and dislikes.
It’s a tremendous learning opportunity.”
-- Michael Dell

15. Uncommon Client-Focus
“Beyond winning and satisfying
your customer, the objective must
be to delight your customer – and
not just once but again and again.not just once but again and again.
This leads to true customer loyalty,
which sustains your success.”
-- Michael Dell

16. Uncommon Client-Focus
Backstage at a U2 concert, it’s more
like a dressing-room after a boxing or
soccer match than a rock gig.
You have to remember, for U2 everyYou have to remember, for U2 every
night has to be the best night. And if it
isn’t, there has to be a reason. We have
very high standards and we always
remember who pays our wages.”
-- Bono

17. Leading in Tough
Economic Times: Strategy #2
Define Reality and HowDefine Reality and How
Your Organization is
Going to Change It
COPYRIGHT CSL 2008

18. Leading in Tough
Economic Times: Strategy #3
Balance RealismBalance Realism
with Optimism
COPYRIGHT CSL 2008

19. Leading in Tough
Economic Times: Strategy #4
Be YourselfBe Yourself
(with Purpose)
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20. “What you think should not
always be what you say
AUTHENTICITY
.but what you say should
always be what you think.”

21. Leading in Tough
Economic Times: Strategy #5
Become the Strongest Flower in
Your Own Garden
.Not a Weed in
Someone Else’s
COPYRIGHT CSL 2008

22. Leading in Tough
Economic Times: Strategy #6
To Build Relationships,To Build Relationships,
Build Trust
COPYRIGHT CSL 2008

23. Leading in Tough
Economic Times: Strategy #7
Create anCreate an
Organizational Model
that Fosters Innovation
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24. WWW.EXECLEADERS.COM
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