Leaders & Laggards: A Look at Business Leadership

Leaders & Laggards is a recurring series that highlights the best and worst of business leadership. This edition examines executives and organizations that have demonstrated exceptional leadership—or a notable lack thereof.

Leaders

Eric Schmidt, CEO, Google

Google, now a publicly traded company, is pushing to provide greater access to published works through its renowned search technology. In a compelling Wall Street Journal op-ed (“Books of Revelation,” October 18), Schmidt ardently defended the company’s intentions. His stance, though controversial, is a strong and decisive one—something that cannot be said for many businesses today. Leadership is about taking a stand, and Schmidt has done just that.

Sheldon Adelson, Las Vegas Investor & Developer

Adelson exemplifies entrepreneurial acumen. A Fortune magazine profile (“The Man with the Golden Gut,” October 17) captures his philosophy: “Businesses are like buses. You stand on a corner and don’t like where that one is going? Wait…take another. There’s no end to buses or businesses.” This insight underscores the power of resilience and adaptability—an approach more businesses would do well to embrace.

Lee Scott, CEO, Wal-Mart Stores Inc.

Wal-Mart has long faced criticism, particularly regarding corporate reputation. However, recent efforts have started shifting perceptions. From its robust Hurricane Katrina response to Scott’s advocacy for a minimum wage increase, Wal-Mart is making strides toward social responsibility. The next challenge? Addressing hiring practices in the ongoing obesity debate.

Laggards

Joe Galli, Outgoing CEO, Newell Rubbermaid

Galli’s departure comes as little surprise to those familiar with his leadership style. Under his tenure, Newell Rubbermaid suffered ten consecutive quarters of declining sales, despite a strong portfolio of brands like Sharpie. The real question: How did this mismanagement go unchecked for so long?

Phillip R. Bennett, Former Chairman & CEO, Refco

Bennett’s tenure at Refco ended in disaster, thanks to questionable financial dealings and the complacency of investors. His leadership (or lack thereof) led the commodity trading giant into bankruptcy. Given his obscure presence outside of Wall Street, perhaps it was only a matter of time before Refco’s fate was sealed. Hopefully, Bennett’s name fades from headlines just as quickly.

Brand Atlanta

Rather than singling out an individual, we must call out the entire branding initiative. A strong brand requires more than logos, jingles, and slogans—it needs substance. Unfortunately, Atlanta’s branding campaign, featuring the three O-rings (Opportunity, Optimism, and Openness), lacks a compelling promise. And as for the pre-game performance on Monday Night Football that few outside Atlanta even noticed? Here’s a suggested new slogan: “Atlanta, the City Too Busy to Change.”

The Pointe is a publication of Point of View, LLC, an executive leadership consultancy based in Atlanta. For more information, contact Jeremy Garlington at (404) 606-0637 or [email protected], or visit POV Blogger.

Navigating the sales landscape can be frustrating, especially when potential clients disappear, budgets don’t align, or reputation dictates pricing power. Here are some common pitfalls and how to tackle them.

1. Ghosting & Sub-Ghosting

Ever had a prospect show interest, ask questions, and even seem ready to move forward—only to vanish without a trace? That’s ghosting. Even worse, sub-ghosting happens when a prospect disappears and later denies ever agreeing to anything in the first place. Frustrating? Absolutely. Unprofessional? Without a doubt. But as business norms evolve, contracts and LOAs may soon make ghosting too costly to ignore.

2. The Pricing Dilemma

Many businesses struggle to afford true professional services—not necessarily because they lack the funds, but because expectations don’t match perceived value. In a world where everything feels commoditized, proving why quality matters is key.

3. The Brand-Premium Barrier

If you don’t have a high-profile name or established brand, charging premium rates can be an uphill battle. It’s an unfortunate reality: visibility often dictates value in the marketplace.

So, What’s the Solution?

• Challenge the status quo. Don’t settle for the way things have always been done.
• Prove your value. Use case studies, testimonials, and relatable examples to showcase your expertise.
• Find better clients. Work with those who appreciate quality, reliability, and long-term partnerships.

And here’s the upside—navigating these challenges can be both fun and rewarding, as long as you stay proactive and adaptable. Keep moving, keep improving, and better opportunities will follow.