Maintaining a Powerful LinkedIn Profile: A Guide for Senior Executives

If you don’t frame your metrics right, they can distort behaviors. 

A bank executive once insisted that I do him a favor by getting a free credit card (even when I did not require it). He was one customer short of being eligible for a quarterly bonus. He suggested that get the card now, and as soon as I get it, I can block or cancel it. He was clearly focused on meeting his numbers at the cost of a customer.

Goodhart’s Law tells us that ‘when a measure becomes a target, it ceases to be a good measure.’

We can see variations of this in all contexts – from people losing weight through crash diets only to become nutritionally deficient to politicians undertaking popular measures to win votes rather than solving real problems.

Narrowly defined targets can become proxy of the goal while ignoring several other factors that contribute to accomplishing the real and meaningful outcome.

In an organizational context, how do we manage this? A few things come to mind:

︎ Use holistic/systematic measures: Find and link measures that capture various interconnected aspects of the desired outcome.

︎ Use a combination of qualitative and quantitative measures to gain more comprehensive understanding.

︎ Reframe metrics as a tool to learn and adapt: Build team rituals to have a dialogue on leading indicators to learn, adapt and course correct.

︎ Assess impact of narrow measure on qualitative aspects – unintended consequences in things like delivering value, cross-functional collaboration, cultural precedence etc.

Over to you: How would you manage metrics so that they enable right behaviors?

Here’s a sketchnote summary on Goodhart’s Law.

Updated: Visual Leadership Pack HD Sketchnotes

If you liked the sketchnote summary above, check out the Visual Leadership Pack of HD Sketchnotes – a compilation of high-resolution sketchnotes with 68+ powerful (and timeless) ideas to elevate your leadership and learning game.

We are thrilled to announce that Forbes has once again named Pearson Partners International one of America’s Best Executive Search Firms. This marks the fourth year of this distinction for our commitment to excellence in executive search and leadership consulting.

As the recruitment landscape stabilizes from the tumultuous period known as the “Great Resignation,” more executives are expressing satisfaction with their current employment. A recent survey by ZipRecruiter reveals that over 86% of new hires are content in their roles, a stark contrast to the job-hopping trends observed in previous years. This increased job satisfaction poses renewed challenges for recruiting, as fewer leaders are open to new opportunities. Combined with the looming Baby Boomer retirement wave, an ever-greater need for effective succession planning, the integration of AI into human resources functions, and a continuing focus on diversity, equity, and inclusion, our role as leadership consultants has never been more vital. We are dedicated to helping our clients navigate these complexities to ensure successful executive recruitment, effective retention and robust succession planning.

Recognizing this shift in the recruitment landscape, Forbes has partnered again with market research firm Statista to rank America’s Best Executive Search Firms, highlighting leaders in executive search like Pearson Partners International. We have earned this prestigious accolade four times in the eight years Forbes has chosen the honorees, including 2017 (the list’s inaugural year), 2018, 2023 and 2024.

“It is a privilege to be recognized as one of America’s Best Executive Search Firms by Forbes for the fourth time. This honor reaffirms our unwavering commitment to excellence and the trust our clients place in us.”

– Keith Pearson, Chairman & CEO, Pearson Partners International

Keith Pearson, Chairman & CEO of Pearson Partners International, said, “We extend our heartfelt congratulations to our executive search peers joining us in earning this distinguished honor, particularly our colleagues at our fellow IIC Partners firms, Dinte Executive Search in Washington D.C. and Furst Group in Chicago. As we navigate a generational shift in leadership and prepare for a wave of executive retirement, Pearson Partners remains dedicated to connecting leading companies with talented professionals, ensuring seamless transitions and sustained organizational success.”

“Collaborating with our fellow IIC Partners firm leaders also earning this distinction is an honor that enhances our collective success.”

– Renee Arrington, President & COO, Pearson Partners International

Renee Arrington, Pearson Partners International President & COO, added, “We are thrilled to share this accolade with such distinguished executive search firms, who represent our shared commitment to quality and integrity. Collaborating with our fellow IIC Partners firm leaders Samuel Dinte, Bob Clarke, Sherrie Barch, and our team at Pearson Partners International is an honor that enhances our collective success.”

Partnering with Forbes, Statista surveyed more than 9,300 recruiters, HR leaders, hiring managers and candidates to solicit their recommendations and assessments of executive search firms with whom they had recently worked. The firms earning the highest rankings made it onto the list of the top 150 companies specializing in filling positions with base salaries over $100,000. As with all Forbes lists, there is no fee to participate or be selected. Learn more about the methodology.

View the 2024 Forbes list of America’s Best Executive Search Firms.

I recently interacted with a senior business leader of a large organization. During our conversation he mentioned, “Our biggest enemy is not our competitors but our own complexity as an organization in form of organizational design, structures, processes, culture, systems, tools, scale and metrics.”

Throughout my career, I have consistently seen increasing level of internal pushback as an organization scales and grows. I have also seen leaders at both ends of the spectrum – ones who worked their way through complexity to create alignment and the ones whose grand strategies failed because of internal forces holding back. 

This complexity creates what Bob Sutton and Huggy Rao call Friction – forces that hamper workplace efficiency. In their new book, The Friction Project: How Smart Leaders Make The Right Things Easier and The Wrong Things Harder, the authors explore what creates these operational obstacles in the workplace end what leaders can do about it.

The book delves into “friction fixing” and how leaders can eliminate bad friction that makes doing the right things easy and use good friction to make the wrong things harder to do. The book underlines the role of leader as a “friction fixers” and offers useful strategies for leaders to create and less miserable and more productive workplace.

Here is a short visual summary of how leaders can approach friction fixing:

Related Reading at QAspire.com

Updated: Visual Leadership Pack HD Sketchnotes

If you liked the sketchnote summary above, check out the Visual Leadership Pack of HD Sketchnotes – a compilation of high-resolution sketchnotes with 88+ powerful (and timeless) ideas to elevate your leadership and learning game.

In recent discussions about workplace culture, the term “quiet quitting” has emerged, describing employees doing the bare minimum to get by without formally resigning. While this might seem like a reasonable response to burnout or dissatisfaction, an alternative approach is far more effective: “quiet persistence.” This concept involves staying committed to your job and goals, providing a more constructive path than quietly quitting.

Part II in our series about The Perils of Quiet Quitting: A Guide for Leaders

The Art of Quiet Persistence

Quiet persistence is about maintaining focus on your work and goals, even when faced with challenges or setbacks. It involves being steady and consistent in your efforts rather than making impulsive decisions based on emotions or temporary frustrations. This approach requires patience, resilience and a strong sense of purpose, which sharply contrasts with the disengagement of quiet quitting.

Building Trust and Credibility

One of the primary benefits of quiet persistence is that it helps you build trust and credibility with your colleagues and superiors. Consistently delivering results and demonstrating dedication to your work makes you reliable and dependable. Over time, this perception can lead to increased opportunities, responsibilities and respect within your organization—outcomes that are much less likely to result from the invisibility that can result from quiet quitting.

Overcoming Challenges

Every job comes with its share of challenges and obstacles. Quiet quitting in the face of difficulty may provide temporary relief, but it doesn’t address the underlying issues. In contrast, quiet persistence encourages tackling challenges head-on, finding creative solutions and learning from experiences. This persistence can lead to personal and professional growth that quiet quitting would hinder.

Contributing to a Positive Work Culture

Quietly persisting in your job can also contribute to a positive work culture. When team members see others staying committed and focused, it can inspire them to do the same. This reinforcement creates a supportive environment where everyone is motivated to do their best work and contribute to the team’s success, unlike the demotivating effects of widespread quiet quitting.

Understanding the Reasons for Quiet Quitting

The reasons behind quiet quitting are varied but often include:

Lack of Recognition: When efforts go unnoticed, disillusionment can follow.Insufficient Compensation: Feeling undervalued financially can trigger disengagement.
Burnout: High stress without adequate support leads to withdrawal as a coping mechanism.
Mismatched Job Expectations: A disparity between a role’s responsibilities and an employee’s expectations can lead to dissatisfaction.

Recognizing and addressing these root causes is crucial to mitigate the negative consequences of quiet quitting.

Knowing When to Pivot: When Quiet Persistence Is Not Working

While quiet persistence is valuable, knowing when to pivot or make a change is essential. There may be situations where leaving is the right decision, such as when you are in a toxic work environment, or your values are fundamentally at odds with the organization. However, even in these cases, how you exit can reflect your commitment to professionalism and integrity.

For Individuals: Cultivating Quiet Persistence

Cultivating quiet persistence requires self-awareness, discipline and a focus on long-term goals. Here are some tips for developing this valuable trait:

Set Clear Goals: Define what success looks like for you and create a plan to achieve it.
Stay Positive: Maintain a positive attitude even in challenging times, focusing on solutions rather than problems.
Seek Feedback: Regularly seek feedback from colleagues and supervisors to identify areas for improvement and growth.
Practice Patience: Understand that progress takes time, and be patient with yourself and others.
Stay Flexible: Be open to adapting your approach as needed while staying true to your core values and goals.

For Leaders: Steps to Encourage Quiet Persistence

For leaders, addressing the root causes of quiet quitting can encourage quiet persistence and cultivate a more vibrant and committed workforce. Consider the following tips:

Enhance Engagement Practices: Regular feedback and recognition can boost morale and motivation.
Promote a Balanced Workload: Ensuring employees are neither underutilized nor overwhelmed is vital to engagement.
Foster an Open Culture: Encouraging open dialogue about job satisfaction and career goals can help align individual aspirations with organizational goals.
Invest in Employee Development: Offering development opportunities encourages employees to invest their time and talents fully into their roles.

While quiet quitting might seem like a tempting solution to workplace dissatisfaction, it does not address the underlying issues. Quiet persistence offers a more constructive path and can contribute far more to your career satisfaction. By staying committed to your job and goals, you can build trust, overcome challenges, contribute to a positive work culture and ultimately achieve long-term success. Cultivating persistence requires effort and discipline, but the rewards are worth it.

Author: Mark Sanborn

Mark is recognized globally as an expert on leadership, customer service and organizational performance.

A member of the National Speakers Association Speaker Hall of Fame, he is the author of 8 books including the international bestseller, The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary
Into the Extraordinary.

Mark teaches his clients to BE EXTRAORDINARY.

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The U.S. and China: The Struggle for World Leadership

In 2004 I wrote, The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary into the Extraordinary. The 20th Anniversary Edition released June 1. 2004 I wrote, The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary into the Extraordinary. The 20th Anniversary Edition released June 1.

The book is about real life (then) postal carrier, Fred Shea, who was a shining example of turning the ordinary in the extraordinary and the four principles I outlined in the book.

Many have read it and thought of it as a book about customer service, and it large part it is. But while The Fred Factor is always about service, Fred isn’t always in the customer service department.

While Fred was provided extraordinary service to the people on his postal route, other “Freds” who practice the same philosophy aren’t always in the customer service department.



And that is a challenge.

No matter how good the service rep may be, a technician at a job site can undo his or her best efforts. No matter how committed a bank teller may be, bad leadership can demoralize that individual or short-circuit best efforts by implementing bad policies.

Being a Fred isn’t about the job you hold but how you do the job. Freds can be in any department, and in the best organizations they are in every department.

Anyone can be a Fred, if they choose, and I believe everyone should aspire to be a Fred. It is important for their own success, and for the success of their organizations.

Scholastic Inc. has been in business for nearly 100 years. With $2 billion in revenue and more than 9,000 employees in 16 countries, one of their missions is to help keep books alive. Scholastic is clear about their commitment to a child’s best educational interests.

That mission informs and inspires employees throughout the organization.

Then President and CEO, the late Richard Robinson, visited a warehouse. He asked a forklift driver at a distribution center, “What is your job?” He didn’t mention his forklift or distribution. He said, “My job is to help children love to read.”

Great leaders and organizations know that forklifts and distribution centers are means to a greater end if you have the right mission.

Anyone can be a Fred. And the more people in more departments in your organization who are, the more extraordinary your organization will be.

Mark Sanborn is an award winning speaker, leadership strategist and Leadership Expert in Residence at High Point University, the Premier Life Skills University. He also advises executives and professional speakers on how to speak more powerfully. For more information about his work, visit www.marksanborn.com. 

Author: Mark Sanborn

Mark is recognized globally as an expert on leadership, customer service and organizational performance.

A member of the National Speakers Association Speaker Hall of Fame, he is the author of 8 books including the international bestseller, The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary
Into the Extraordinary.

Mark teaches his clients to BE EXTRAORDINARY.

In today’s world of work, being inclusive as a leader isn’t optional. In many companies I work with and consult, inclusion is used as a mere buzzword that doesn’t translate into any tangible behavioral change. The reason I feel leaders who preach inclusion and not practice it is because it is hard. Paying lip service to inclusion may give you some brownie points, but practicing inclusion leads to remarkable results. 

Practicing Inclusion is Transformative

When Satya Nadella took charge as Microsoft’s CEO, the company was struggling with fairly rigid culture and stagnation. Nadella emphasized the importance of being a learning leader, adopting a growth mindset and working collaboratively with empathy. He worked hard at breaking down silos, encouraged employees to learn from each other, be customer centric, embrace diverse perspectives and work as one team to accomplish common goals. He conducted regular town-halls, institutionalized mentoring programs, conducted open forums to elicit ideas and concerns.

“Inclusion is not a matter of political correctness. It is the key to growth.”– Jesse Jackson

The culture shifted over the years, so did the outcomes. Microsoft’s Azure cloud platform was accomplished through a rigorous cross-functional collaboration. Under Nadella’s leadership, Microsoft transformed into a dynamic and forward-thinking organization resulting in growth and innovation.

Nadella’s story underlines what research from McKinsey & Co. suggests: That companies with diverse leadership are 33% more likely to achieve above-average profitability. 

The Boldly Inclusive Leader

In this context, I read Minette Norman’s book “The Boldly Inclusive Leader” with great interest. The book is a compelling guide for leaders to foster a more inclusive workplace. Norman provides actionable strategies and insights to build an inclusive culture through foundations of continuous learning, active listening, authentic communication, and creating psychologically safe environment for people to thrive. For me, Norman’s insights on being self-aware and being willing to embrace discomfort stood out. She reframes difficult experiences as “learning opportunities” and encourages leaders to reflect on their biases when dealing with people.

A Sketchnote on What Boldy Inclusive Leaders Do

The book is a must read if you are looking for a powerful and actionable guide to being more inclusive. Here is a sketchnote synthesizing some of the key ideas that truly stood out for me:

Updated: Visual Leadership Pack HD Sketchnotes

If you liked the sketchnote summary above, check out the Visual Leadership Pack of HD Sketchnotes – a compilation of high-resolution sketchnotes with 90+ powerful (and timeless) ideas to elevate your leadership and learning game.

My book, The Fred Factor, talks about how to turn ordinary into extraordinary by using the real life example of Fred Shea, my postal carrier when I first moved to Denver. To read the first chapter, The First Fred I Ever Met, go here.

What follows is a summary of what “Freds” do in their work and in their lives. I hope it stimulates your thinking about what you can do to turn ordinary into extraordinary.

1. Freds go beyond what is expected, doing ordinary things in an extraordinary way.2. Freds love their work.3. Freds care about the people they work with and for.4. Freds go the extra mile in providing service.5. Freds have a signature difference they strive to make each day.
6. Freds work with passion.7. Freds are creative problem solvers.
8. Freds build and maintain positive relationships.
9. Freds stick to their values. 
10. Freds are team players. 
11. Freds pass on their values to the next generation. 
12. Freds make significant contributions on their community.13. Freds offer their best.

Mark Sanborn is an award winning speaker, leadership strategist and Leadership Expert in Residence at High Point University, the Premier Life Skills University. He also advises executives and professional speakers on how to speak more powerfully. For more information about his work, visit www.marksanborn.com. 

Author: Mark Sanborn

Mark is recognized globally as an expert on leadership, customer service and organizational performance.

A member of the National Speakers Association Speaker Hall of Fame, he is the author of 8 books including the international bestseller, The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary
Into the Extraordinary.

Mark teaches his clients to BE EXTRAORDINARY.