By George Bradt, PrimeGenesis

In reflecting on PrimeGenesis’ work helping senior leaders move into new and complex roles, and our time with new CEOs in CEO Boot Camps, and my own time as a senior leader and chief executive, it’s becoming more and more clear that the most successful CEOs do five things well:

1) Translate the organization’s shared purpose into an inspiring vision
Task #1 is to get the organization aligned around a vision and a set of values.  You can’t lead people to a brighter future until they can see it for themselves and can see themselves in it.  Each leader must take the underlying shared purpose of the organization and translate it into a cohesive message that motivates the people they come in contact with.

2) Focus resources to strengthen the organization’s sustainable competitive advantage
Procter & Gamble’s employees aim to “win with winners”.  They have sold off smaller brands and grown from 9 brands doing a billion+ dollars in sales in 2000 to 23 in 2007, beating all their sales and profit targets and doubling the stock price.  The power of focused choices!

My granddaughter Trudie recently turned six. She’s at that age where, when I try to show her anything, try to help her do anything, or suggest she try a slightly different approach, she looks me straight in the eyes and tells me, “Grandpa, I can do it myself.”

There’s a natural desire for people to want to do things their own way. After all, it’s how we learn. And everyone at some point in their lives relies on this approach that we fondly refer to as “trial and error.”

Trial and error describes my learning process when it comes to computers. I’d never dare read a manual. Taking a computer class would only confuse me more. So I play and play until I finally can say, “Got it!”

"We need a culture that values selling," is a phrase bantered about when organizations are perceived to be getting in the salesperson’s way. But how do you change an existing culture (whatever it may be) to a sales culture?

Most organizations believe that if the CEO and VP of Sales communicate the importance of selling with enough conviction it will convince the rest of the organization to rally around anything sales related. In short, they hope the culture will adapt.

While some of this may work, today's organization simply doesn't have the time. And it's never a good idea to bet your future on hope. While something like a “culture of sales” may lie in the abstract, it is ultimately linked to discrete sales processes.

Demystifying Culture
In their book, Execution, authors Larry Bossidy and Ram Charan, define culture as the sum of an organization's shared values, beliefs and norms of behavior. It is the goal of GE, for example, to be either first or second in each business they operate. That translates into behaviors that make up GE's culture, or "way of operating."

This Mendham CEO’s business is buzzing

By Susan Brierly

For Steven Goldthwaite, President and CEO of New Jersey–based Metem Corporation, life is abuzz on all fronts—personal and corporate.

In his personal time, Goldthwaite enjoys beekeeping because it’s a relaxing hobby that produces a big return on minimal effort. “Beekeeping suits my business schedule because I don’t have to tend to it every day,” he says. “You just set up the hives and let the bees work their magic. The biggest challenge is keeping bears away from the honey.”

When not attending to the hives at his Mendham and Rockaway, N.J., homes, Goldthwaite runs a 200-person manufacturing business started in 1962 by his father, Val Goldthwaite. Metem Corporation specializes in high-precision metal- working for industrial gas turbines and aerospace engines. Its primary customers are GE and Siemens.

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The ultimate sports car sparks passion

By Susan Brierly

It was a car enthusiast’s dream. Row after row of pristine Ferraris gleaming in the morning sunlight—more than 90 of them meticulously aligned with hoods propped up, ready for inspection, as if in military salute. The scene would have brought a tear to the eye of any member of the venerable Ferrari Club of America.

It was the Penn-Jersey region’s 20th Annual Garden State Ferrari Fall Festival in Florham Park—a special members-only event that attracted die-hard auto fans from several states.

While most luxury cars were driven to the event by their owners or “handlers,” others were transported by motor coach. The large turnout was attributed to the clear skies—because many of these cars never would have made it out of their garages if rain had been in the forecast.

“You gotta love these cars”...

A conversation with William J. Pesce President and CEO of John Wiley & Sons

by Janet McDonough

Since its founding, John Wiley & Sons has survived the War of 1812, the Civil War, two world wars, the Great Depression, hyperinflation and countless recessions. As one of the world’s oldest publishers celebrates its bicentennial, sixth- and seventh-generation Wiley family members are still actively engaged in the company.

There have been 41 U.S. presidents since 1807 but only 10 Wiley presidents. As for President and CEO William J. Pesce, his name may not be on the building, but he couldn’t be more ardent about Wiley if it were. NJ CEO recently caught up with Pesce, who shared his vision for the years ahead.

NJ CEO: As Wiley celebrates 200 years of business success, how might your vision compare with that of the company’s founders?

WJP: Our culture—one that values enduring relationships and quality—distinguishes us from other companies in this industry. And our willingness to adapt and evolve has helped us sustain momentum since 1807.

Customer relationship management (CRM) is more than software and processes—it’s about finding, winning, and keeping the right customers.

A good CRM solution opens up communication channels and creates a client-focused information base that enables your staff to better serve your clients. By integrating your marketing, sales, and customer service functions, a good CRM system makes it easier for everyone inside your company to work together and share critical information. CRM software doesn’t create this culture, but enables.

Choosing a System
CRM is really a group of applications, from simple contact managers to tools for sales force automation (SFA), marketing automation, and customer service. You can choose to use some or all of them, depending on your business and your budget.