The recession jolted our nation at its very core. Like a tidal wave crashing to shore, it cast a dirty cloud of fear and gloom on the American persona. Ask anybody, “What concerns you most about your career and the state of business today?” The responses I hear reflect worry, anger and disapproval – with only a glimmer of optimism.
“In this economy, everything is a concern,” said a young professional about to launch his career. Others reply: “I’m concerned about negative attitudes, a lack of consumer credit, and the severe shortage of jobs.”
While some people question the ability of their company’s leadership team to make the right decisions, a greater number fear the impact of government policy and regulation. “Our leaders are stuck in the status quo… My friends are underutilized…I’m scared about being out of work once again…I’m worried about government restrictions and what that means for my income.”
Ugh, this is awful.
Perhaps you remember Charles Schultz’ “Pig-Pen,” the character in his Peanuts cartoon who was always surrounded by a cloud of dust and dirt. Pig-Pen could never get clean, even in the freshly fallen snow. He was a magnet for dirt.
Charlie Brown once put a positive spin on his friend’s condition: “Don’t think of it as dust. Just think of it as the dirt and dust of far-off lands blowing over here and settling on ‘Pig-Pen!’ It staggers the imagination! He may be carrying the soil that was trod upon by Solomon, Nebuchadnezzar or Genghis Khan!”
I had the opportunity to interview Dave Checketts in March of 2008. The subject was leadership, and as I grew to appreciate, Checketts has been an iconic leader in the sports industry. Formerly President of the New York Knicks and later President and CEO of Madison Square Garden, Checketts founded his own company in 2001, SCP [Sports Capital Partners] Worldwide.
At the time of our interview, the economy was not looking good; we were going deeper into recession. People were gloomy and felt, just like Pig-Pen, that they couldn’t change their destiny. Yet Checketts viewed things differently. He was excited by the obstacles and negativity sweeping the business community.
“Everybody is full of such gloom and doom,” Checketts reflected. “That’s the most exciting part, because doers and people who refuse to give up and refuse to be turned away are going to win big in this environment.”
Imagine what success could look like in the worst downturn since the Great Depression.
There are people who agree with Checketts, people who can envision opportunity in the throws of chaos. They are still a minority. One of these optimists said, “When I’m feeling positive, I am totally excited about all of the new possibilities.” Another reflected, ”It seems that many people are able to creatively carve out careers that fit their strengths and interests, so why can’t I?”
The worst is likely over. It’s 2010. Some are back to work and excited about their current challenges. Others, grateful for having survived. “My business is always coming up with something new to work on.” With pride, one executive tells of his organization’s ability to grow revenues by double digits in a “hostile” environment.
It’s easy to ignore the positives in this economy, but they are out there - new media, new technology, new entrepreneurial and corporate ventures, new rules of consumer engagement, the reinvention of flailing companies. All of these developments create opportunities. A colleague put it this way: “If the world is in upheaval, I’m going to take advantage of the change.”
Even with his track record of successes, Dave Checketts said he had not yet made it big. His response gives us some insight into the way he sees things and the energy he puts into his business. Regardless of the gloom, he thought that SCP could meet the ultimate test. In his own words:
“It [SCP] might be [my big win], because I’m building a company now, with partners, many of who were with me at MSG [Madison Square Garden]. We’re building it with bailing wire and string, and we’re borrowing money as fast as we can and putting our own money in, and some really exciting things are happening.”
Checketts’ attitude is that of a leader who knows how to drive explosive growth. Leadership is a state of mind.
Predictions for the recovery of 2010 are mixed and cautious: a slow increase in jobs, expectations for tepid economic growth of 2.5 -3%, a contraction in some industries such as banking, and a country that needs to innovate big. In this context, individual initiative is vital. There are plenty of opportunities to prove the doomers wrong.
1. Figure out your game plan, your goals and aspirations. The recession is no reason to shut down or to keep a low profile. We know that a product sells when it fills an unmet consumer or societal need. People and their ideas can become brands too. When a person is distinctive, he/she stands out from others and garners attention. There are brands, organizations, and executives that continuously change and captivate consumers.
2. Come to grips with the fact that business will not return to what we knew in the past. If you expect the old normal to return, rethink your assumptions. While change creates a circle of excitement, learning, opportunity, it can also drive destruction and dislocation. Ask yourself if you are playing an old game that’s no longer working or relevant.
3. Do what’s important to build your future. Figure out how you can shore-up your skills, knowledge base, and experience. Perhaps it’s some technical coaching at the Apple Store. Learn about social networking and how it’s being used to connect with consumers. Go out and talk to people in new burgeoning industries – get their point of view; learn more about their business and how it is growing.
4. Take personal risks. The biggest rewards involve risk, particularly when it pushes you out of your comfort zone. Too often I have conversations with executives who are incredibly talented, but quick to limit their options for one of numerous excuses, real and fabricated. They find themselves stuck on a path and frustrated. It takes concerted work to move onto a new one.
Entire companies become stuck too. Confidence, curiosity, vision, and a healthy appetite to win go a long, long way.
