Young CEO's Face New Challenges
You fast tracked the '80's. All the right schools. Dated but didn't marry, highly focused on cash and career in the early 90's. MBA in '98. A standout in sales and marketing. Perhaps you initiated a new systems side for operations and accounting. Whatever your gain, your ticket to the executive team was stamped and now you're in the driver's seat. Here you are at 42, the CEO, playing at the top of your game. The only ride you know is straight up and the only philosophy you subscribe to is growth. In fact your resume reads, "Goal oriented with a proven ability to grow revenue".

Then two things happened that would challenge and test the metal of these young, aggressive CEO's. The dot.com debacle and the terrorist attack of September 11th. While these events were catastrophic to our nation, one of the hidden complexities of the situation is the lack of experience of corporate America in dealing with conditions that are beyond ones control. The typical CEO of today was trained in high growth strategy, is experienced in attracting employees in a highly competitive labor market and well versed in high tech systems design. They could attract cash and they spoke the language of the angels and the venture capitalists. But they were not prepared for September 11th.

Compare this to the leader who is just five years older and the difference in experience is remarkable. A 47 year old Northern California CEO has been through a major earthquake, a firestorm, two economic downturns, a war, and an oil crisis to name just a few of the experiential conditions differentiating the generations.

In my practice I am fortunate to see both sides of what is becoming a clear division of capability founded in the experience of managing a business through crisis conditions. Many CEO's today are shocked by the speed in which business has fallen off and seem in a state of denial; they are anxiously awaiting the turnaround that of course must happen tomorrow or next week. Indecision and the failure to respond to the economic conditions presented by these events can easily spell disaster for business both large and small. Move too quickly and you run the risk of short-siding recovery; too slow and cash flow for recovery becomes impossible. This is a difficult time that requires multi-level strategy that can be peeled back to accommodate complex external conditions. The trick is having access to experience that can read the minefield of change.

Executives of all generations today should be seeking the counsel of other CEO's who have the knowledge and experience to weather these latest conditions. Membership in professional associations, executive forums, and industry groups are ways to give yourself an opportunity to share the wisdom of experience. If experience is a major differential in meeting these challenges successfully, don't make this decision, the one you ignore.

Ed Jenks is the CEO of The JENKS Group; a California based consulting firm that specializes in strategic planning and strategic plan management. He can be reached at www.thejenksgroup.com

About Us | Media & Publications | Personal Profile
Strategic Services | Training