In the turbulent marketing world we are living in, where CMO tenure is less than two years (actually 22 months on average), successful CMOs need to apply the same marketing analytics, strategy and diligence in managing their personal brand as they have in managing the brand of their current (real estate) company. Personal brand planning is more essential today than ever. The involvement of the right career coach, preferably one with branding and marketing expertise, can make the difference between a shorter-cycle, highly productive search and a longer-cycle, less-productive process. Executives can sometimes grossly underestimate the effort and connections needed to get their personal brand effectively in the marketplace and on the radar screen of CEOs in the new categories/sectors they are interested in pursuing. While 50% of new opportunities at the C-level can be expected to come via executive search firms/consultants, the other half come through personal connections with Board members and senior officers of organizations. So, marketing intelligence and a diligent process are required for success. Remember: what's at stake is maximizing the personal brand value of your next executive assignment. We recently shared this advice with a CMO earning $1.1-$1.2 million annually who is considering investing in hiring a personal coach. We also suggested that she hire herself a coach and have the company pay for it, since there may be/are opportunities for her to expand her role (i.e., COO) within her current company.

After almost 15 years with the same organization, you are now about to begin a new chapter in the life of your personal brand. You could jump right in to something new, however, this is an ideal time to step back, "breathe" and ask yourself some important questions that will guide you to your next career opportunity. Prepare so that you can "attract" the right opportunity, not chase after something you might later regret. And I say career opportunity, because your next position will be a great opportunity, if you do the work it will take up front.

As you begin to evaluate your personal brand, ask yourself questions such as: How do I want to be known? What do people say about my leadership style? What are my beliefs, values? What connections do I have in the marketplace? Which marketplace? How many more careers do I have in me?

Another line of questions to follow starts with: "What type of business do I see myself in over the next five to 10 years?" If your answer is to find another position in a similarly sized marketing services firm, then ask yourself "Where?" Do you plan/desire to remain in the same geographic region, or are you open to/interested in a change of venue? Do you have the resources to consult or do you want to tap into your entreprenurial talents? What are your vacation needs? What hours do you want to work, and do you want work from your home office more? What are your long-range personal goals (get your handicap up to par, spend more time with your kids, create more financial freedom, etc.)? These are all important considerations.

A resume is just one element of working on your personal presentation. How do you look? How do you feel? How do you dress? How do you present yourself? What changes and upgrades do you need to make before putting your personal brand on the market? Consider getting a new wardrobe, a personal makeover, a personal trainer, a speech coach. What does your personal brand need to raise the effectiveness of your initial impressions? In our experience, companies/agencies the size of your current firm rarely utilize outside executive search consultants to identify a president or other senior officer positions. So the likelihood is that you will not only need to develop a resume, you will need to target and solicit meetings with companies you identify through personal research and connections.

Of course, I would recommend engaging an executive coach, someone who can work with you on your transition plan and provide you the support and connections you will need to manage this upcoming change process. Also, a coach will tell you things that your "Yes" men would never tell you, which can lead to some very interesting conversations and changes you may need to prepare for.

Oh, and by the way, you may want to include your family in this next decision. Chances are, they will have great input and their own agendas, which can make your decision much easier.

Happy landing!

This is a situation we are seeing repeatedly these days affecting top-level CFOs who either restructure or merge/sell themselves out of a job within a two- to five-year period. The good news is you have done an exceptional job in restructuring this global agency business, so this short two-year stint has further enhanced the value of your personal brand. You also mentioned that you protected yourself well with an appropriate severance package, so this gives you the time to be strategic in your approach to your current job search.

In terms of the large agency networks, you should continue to speak with this sector, since you have proven credentials--and this category is facing major changes and restructuring, which can leverage your skill sets. Plus, many of the CFOs in this category have not demonstrated the ability to restructure a business, nor to establish appropriate planning, budgeting and control systems to effectively manage financial outcomes in the face of surprises that destroy the credibility of CEOs running these networks.

Having worked in a digital business previously, and having succeeded in building and selling a major digital marketing services business, you have to ask yourself this personal brand question: "Where will I get the best personal brand valuation over the next five years of my career--working for private equity or for one of the public agency networks?" Our feeling, as we wrote about in our recent ezine article "Are You Ready to Work for Private Equity?" is that the returns may be significantly higher in the "right" private equity opportunity than they are likely to be working for a publicly-traded advertising agency network. Since you have proven you can succeed in either environment, we suggest you focus a significant part of your search efforts in speaking with private equity firms. We expect you will see some terrific digital and mobile business opportunities on the horizon where you can create significant market capitalization gains for your brand and the organization that hires you over the next three to five years.

In terms of how EC coaching can support you, we provide a unique blend of executive search and executive coaching services. So, in addition to providing our executive coaching support, and acting as your advisor in weighing and evaluating various job opportunities, EC can also act as your "talent agent" and strategically target and introduce you to several of our clients and connections who may be interested in hiring you. Our commitment for star talent (especially those we placed previously) is to function like an "agent" to help you connect powerfully to our CEO connections and to identify new personal brand opportunities.

Dear "Helpless in the Financial Meltdown,"
Our first suggestion is not to let the current economy disempower you, or make you feel or decide your personal brand is "worth less." Jumping to the conclusion that you will never find a similar (paying) level opportunity is only setting you up to live into this reality. It will cause you to dupe yourself into jumping into the first opportunity that presents itself, even if this opportunity is one to two notches below your current executive level.

Despite the slowdown in the global economy, the cream still always rises to the top. Your personal brand was desirable enough for your current employer to headhunt you from a direct competitor less than a year ago.

In this short time period, ask yourself instead, what has changed to make your personal brand worth less? We suggest nothing material has changed, and we are bullish that (with the right career transition plan) you will find a similar or better career opportunity (versus a job) within a six- to nine-month period, assuming you put the right marketing plan in motion now.

You have spent your career up to this point building the value of your personal brand. Do not allow the meltdown/fallout from the sub-prime lending mess have you decide that it's time to sell your personal brand at a "fire sale" valuation. Be patient, persistent and strategic, and explore all internal and external opportunities, at the same or higher executive level only, and we project you will be rewarded for your efforts.

You earned the right to have a high regard for your personal brand...do not water it down!

This is a time when you need to work on personal, one-to-one relationships with top income producers. You need to "show the love" and go above and beyond to let people know how valued they are.

Also, you need to handle relationships with those people who were cuts "into the bone" in a manner that keeps the door open for some of them to return.

In general, this is the time to show your human and personal side. Let the key people know you think of them as family; show you care for them on an individual, one-to-one basis.

This crisis will pass, and you want each and every one of these people to view you as a mentor and a trusted advisor. For the top producers you had to cut, help them with connections so that they remember you on the way out. Leave the door open to their possible return once the business turns around.

Dear Unwanted & Disconnected Ex-pat: Seems that you are disconnected in more ways than one, and your company’s sudden change of ex-pat policy has finally gotten you to raise your head up from the desk and ask yourself some important questions. Am I really great at what I do? Am I current with the role outside in the marketplace? Why am I not being considered for another position within the compan(ies) if I am so valuable? Where am I going with my personal brand after 15 years on the same track?

You have an opportunity to view this as a healthy time to take stock of where you are and what your true potential is (here or somewhere else), and to set some specific career goals for the next five to seven years. You are approaching the prime of your career, and these next five to seven years will be the pivotal ones in determining whether you attain your top career goal, as it would be harder to make a move five years from now.

We recommend you take total inventory and immediately launch a 360 review of key former bosses, peers and subordinates to get real feedback on how others view you as a person and your performance potential. Unless you look outside now and decide whether it is best for you to stay or go, you are likely to stay another couple of years longer and water down your personal brand in this company, without knowing whether they are committed to helping you achieve your long-term goals and ongoing wealth creation.

Now is the time to make smart choices. It’s the time for straight talk everywhere. It’s the time for becoming aware of how you view yourself and how others view your future potential. And it’s the time to guide your personal brand to the most exciting future career direction, even if it means a change of category or company.

Bottom Line: It is time to re-evaluate where you are vs. where you want to be. Put your helmet and seat belt on, create the direction and road map for your next move, and step on the gas!

P.S. Make a solemn oath to yourself that you will continue to expand your contacts and build your personal brand by staying connected, no matter what role you are in or where you are!

One thing we know for every C-level role is that the clock is ticking from the day you accept the position, even before your official start date. As the new CMO, you need to begin immediately gaining input and insight about the company's competitive position in the marketplace, customer acquisition/retention trends, branding, integrated marketing strengths and weaknesses, and other key aspects of the marketing mix. In other words, start doing your homework now, so that you are over-prepared.

With CMO tenure averaging 22 months, waiting any length of time to put together your agenda sounds like a death warrant. As soon as your name is announced (as the new CMO), everyone will be listening and watching what you say and do. If what they hear is silence, this will be the kiss of death, as they will not know that you are "following directions" from your boss. You were hired because of key attributes that enabled you to achieve specific measurable results in prior assignments. Apply these attributes and prepare a presentation before you start that clearly communicates your vision, values and metrics for approaching the CMO role. Also lay out a clear timeline with key milestones so that everyone knows up front when to expect certain key changes to be decided and announced.

Create a written transition plan including an assessment of each of the positions and incumbents in the organization you are inheriting. Plan the work, then work the plan. By the 90-120 day mark, you need to have achieved several "early wins" so the organization can begin to see and feel the momentum you are building.

Bottom line: Creating specific measurable results early on builds trust!

Good luck in this new position!

Of course, it is a formidable task to replace a legend (i.e., Ray Rubicam, Young & Rubicam; David Ogilvy, Ogilvy & Mather). In fact, many times the challenge seems so daunting you hesitate to even begin the process. However, especially in the case of an Executive Creative Director, it is important to the life-blood of the agency, and its clients, that you as the CEO move quickly to identify a talented Creative Director who is a match for the agency's values. This may be an ideal time, rather than bringing in a big, different Creative ego that might disrupt the agency, to find a young up-and-comer who is talented and ready to step up and produce for an agency like yours. Especially since your agency has a niche serving non-profit and spiritual clients, the values of this new person are critical to match up with your agency's team and key clients. We suggest involving and enrolling your communities in the search process, exploring candidate suggestions from many directions and assimilating this into a final decision. We also suggest setting everyone’s expectations at an appropriate level--including the new Executive Creative Director. Nobody (immediately) fills the shoes of a legend; the new person will need to take the time to build and establish his or her own reputation.

Dear "Turnaround President without Time for a Personal Life,"

First start by asking the question, what do you really want? What is the real truth here? If all your demands are met, then what? Will that be enough?

Is the problem the CEO, or is it that you are thinking differently about you and what your needs are?

We see this happen a lot. You train your environment, (Board, CEO, direct reports) to interact with you in a certain way, and this becomes the "norm" behavior. You seem to have reached the point of "this does not work for me anymore" or "it is time to take my personal and professional brand to the next level." You want to make a shift, and this issue seems to be the signal that it is time to make a MAJOR change. If you let this go on, resentment will build and work, productivity and health start to diminish. Things from here can start to get ugly.

The good news is that this situation has been created by you, and you can change it. However, there is also a team responsibility, and it will take two to make the shift. Unfortunately, one of the "persons" (your CEO) may not want to see that happen.

To begin, do your personal homework. What do you want to be different? Are you being compensated according to the work you are doing? What works and what does not work for you any longer? Know what you want. Have a conversation about change. Set new boundaries. Ask for what you want. You have allowed the CEO to cross your boundaries repeatedly to the point that he feels this is normal behavior and everything is fine. How do you communicate your message powerfully so that you both can make adjustments? Start from where you are and make a plan.

You need to establish strong boundaries with the CEO at this stage, given the improvements in the business. For instance, take a stand that you will no longer be working on Saturdays or meeting him for weekly dinners on Sunday evenings, and that you need to start a new process. All of your business dealings will have to be conducted between the boundaries of normal business hours Monday through Friday. Put that stake in the ground and then hold the line. If he responds badly, you know he is basically asking you to leave because his values and yours can never be aligned.

Clearly, at this stage, we feel you have nothing to lose. You either have to change this dynamic or find something that is more aligned with your goals. You definitely have the credibility of having turned around the business, so it's doubtful the CEO will want to see you leave, but it's not clear whether he can personally make the change.

Good luck and keep us updated...

Most agency professionals spend their entire careers rising through the ranks to get a line operating role (i.e., CEO, president) with P&L responsibility. Being merged out will sometimes happen at the CEO level; it just comes with the territory.

Ask yourself the following questions:

• If I am really valued, what is it about me that I have been merged out as the CEO?
• What straight conversations have not been had that I need to have?
• Is this a step up or a step back in my career? Is this really career progression? Or career regression?
• Will this non-executive position hurt my opportunities to find another CEO/leadership position?
• Does this career move affect my personal brand positively going forward?
• What are the costs and benefits of staying in my current role? Does one outweigh the other?
• What is important to me right now?

In our opinion, this is a backward move and not a positive career move for your personal brand. You are entitled to exercise the “change of control" clause in your contract, negotiate a severance package and create a timeline for moving on. If you have built one digital business, you can certainly build another one. And with the digital sector growing at 15-20%+ compounded growth rates, there should be plenty of demand and opportunity for you to find a challenging, and personally (and financially) rewarding, position. Run, don’t walk, to the door. Start by making the mind shift to move on and create an exit strategy, NOW!

First of all, I want to acknowledge the frustration you must be going through, even if most of it is self-inflicted. What I am picking up here is that you are "attempting" to make this situation work, but that there is not really a full-blown commitment. I like to tell it straight and think that just might be the answer here: It's up to you to create the type of workplace in which you do your best work.

How to do that? There are several considerations. Start by having a conversation with each of the executives you're referring to, one at a time, and tell them the truth. Pick a neutral place to communicate your message powerfully, and always come from a place of speaking about yourself, not about the other person. Tell how you feel about the situation; get it out in the open. They likely feel tension in the relationship, as well, and this, hopefully, will create a place where you can come to some sort of compromise. Realize that if you want a better work environment, you will need to do some work. I always tell myself, if something is not working 100% the way I want, what do I NEED TO DO TO CHANGE IT and make it work? Think about that. What is it going to take from you to make a difference? What is this negativity doing to your personal brand, your confidence and your overall ability to lead powerfully?

Bottom line: If you are not getting your needs met, if you are not succeeding in your job because of true incompetence on the part of these executives, if you truly cannot effect any changes--then you must seek counsel or create an exit strategy. Hopefully, the head of HR is your friend and/or you have a senior leader in the company within whom you can confide. Do whatever it takes to create success, both for you, the company and, ultimately, your direct reports.

Final message: If you do not handle this here and create a positive outcome, whatever that is, it will come back in another form in another position in another job.

Here are some additional questions for you to consider: Are you aligned with the values of your company? Is this position the right fit for you? Are you ready to move on and this is just one more thing that is bugging you? Have you past your "by when" date? Do you, for the most part, enjoy the culture of the organization? Is how “they" are leading not aligned with the values of the company? How long will you suffer and complain about what is not working? How much of your time is spent on thinking about how you are smarter than they are or how incompetent they are? Are you on target to meet or exceed your goals for the year?

Now reflect on your answers.

What do you think you would do if you could do something to make this different? What outcome do you clearly desire here? What is it you truly want? Is it to make “them" wrong and you right, or is it to work together more powerfully as a team of leaders. Remember: "Be the change you wish to see," as Gandhi said. It starts at the top.

As a high achiever, who has been on the "fast track" of promotions and personal development, you could definitely use some support. Seems like your work load has increased and your personal life tasks have increased, but you are still operating using an "old" system. First, congratulate yourself that you are not in total burnout--YET! And acknowledge yourself for being self-aware enough to know you need help to avoid crashing. Begin to make the necessary changes by making a new contract with yourself. How about establishing some new boundaries as a start?

Simply put, boundaries are the lines in the sand that you and other people may not cross, no matter what. Start by defining your #1 boundary: What is acceptable behavior and what is not? (Hint: answering emails at 1 a.m.?) A boundary statement would look something like this: I will leave the office--and leave my work at the office--every day at 5 p.m. (since I start at 7 a.m.). You have to be bold in what you want and what you don't want in your life. People will not like it in the beginning because there is change, but they will respect you. You may even become a role model, helping them alter their bad habits, as well.

Also, ask yourself, "Where am I not saying 'No' or over-scheduling myself in a way that creates conflict with having a normal work-life balance?" What does work-life balance look like for you? You can change these things immediately (for the better) on your own and you can empower your executive assistant with guidelines that keep you from being scheduled at times that are a conflict with your personal life. You can also set limits personally on how late each evening you will answer or check e-mails and how early in the morning you will be available for conference calls. These are part of the boundaries you need to establish for yourself so you do not end up resenting the way your job infringes on your personal life (which it is now).

Next, in terms of the global travel, you are obviously well-established and well-respected within your agency and by your client. One of the questions you need to answer for yourself is, "Who else can I send in my place to attend various global client meetings, so that I can reduce my percentage of travel from 40% to 20-25%?"

Finally, even assuming you can make some of these changes, a global account director position in a top-tier agency may no longer be the ideal career fit as it was 10 years ago before you were married with young children. At this stage, after 12 years with the same agency, it is definitely time for some personal brand planning. If you could work anywhere else, even possibly on the client side, what other career path options would be inspiring to you at the present time?

We highly recommend you set up a support structure for exploring new career opportunities. This might include: working confidentially with an executive coach, enrolling key friends and colleagues to assist you in making new introductions, and updating your resume and connecting with relevant search firm contacts. Make a commitment to a process of evaluating your personal brand and your career goals, including exploring other career options outside of your current agency career path.

Good luck and keep us posted on how you are doing in (1) making changes in establishing boundaries and (2) setting up a support structure for evaluating new career path opportunities.

This is a common experience we hear from executives on "ex-pat" assignments: they fail to follow up or keep in touch with their personal networks and, over time, these connections atrophy. So now you find yourself feeling isolated in a foreign region with no passport home.

The lesson for everyone here is the importance of maintaining regular contact with your social/business network, whether you are abroad or have moved domestically to a different part of the country. Just as it is more cost-effective to market to an existing or previous customer, it is likewise easier to gain referrals and introductions during a career transition from existing business colleagues and friends than from cold calling a lot of people who have no knowledge of your current personal brand. Fortunately, we remember (and are advocates for) your personal brand equities, so we can collaborate with you immediately to connect you to senior executives in the U.S. who are hiring or who can refer you to appropriate opportunities. That's part of the good news. The other part of the good news is that you have succeeded in your global marketing efforts, and we are living in an increasingly global marketplace, where China and the Asia-Pacific region are key long-term growth targets for U.S. companies.

The primary reason many senior executives flounder in their search efforts is because they grossly under-target the number of contacts it will take to find the right next position. Because you don't currently know who the right target companies are for you, you will need to re-connect and re-engage with at least 100 friends and business "advocates" like us, to powerfully enroll these people in your current job search. Rebuilding or re-establishing a personal "Power 100" list in the U.S, is part of Job 1. This should include: 1) other search firms that have placed you successfully, 2) former boss(es) and colleagues, and 3) senior leaders in key branding, marketing and advertising associations.

Approximately 45% of positions will be obtained through the executive search community. So, of course, you need to research which search firms (large and small) in the U.S. can help you and contact them directly (by e-mail with a copy of your resume attached). You also need to know that more than 40% of new senior-level positions are obtained through personal connections and direct initiative. So as an experienced senior marketer, this is your time to look at the long-term prospects in various categories (i.e., healthcare, telecommunications, financial services). Select 40-50 target companies you would like to work for, and then figure out how you can connect with them powerfully to gain an introduction at the right level in the organization (i.e., through an existing member of senior management, through a member of the Board of Directors, etc.).

Finally, from a logistics standpoint, while you can do a lot of research from Asia, you will need to plan two to three trips over the next six months to the U.S. so you can meet personally and interview at companies with opportunities that match your skill sets and interests. Also, meet with senior people in the operations of U.S. multinational corporations in your region, and enroll some of these people on your behalf in connecting you with their senior counterparts in the U.S. All of these approaches are likely to be more effective than simply writing a letter to the HR Department.

As one of the top producers in the company, you are an established, known entity, and I am guessing the company is certainly not interested in (1) driving you out of the company, or (2) creating disincentives to have you end up less motivated to sell.

My question to you is: How can you utilize these changes, and your political capital in this company, to create something positive for yourself? For example, perhaps this is the time to go into senior management and ask for a large raise in your base salary. What are three other alternative requests you can make?

As one of the top producers, you have proven you are well above the norm in terms of production. A significantly higher base salary may provide you with some other benefits (i.e., making sure your basic monthly cash flow exceeds your current family living expenses), which will give you the peace of mind to focus on ways to take your personal performance to the next level. However, if you feel the new company management is being disingenuous in their dealings with you, this is certainly a time to reassess if you want to move your personal brand across the street to work for one of the competitors. Or perhaps it is a time for you to look at other categories or sectors where you can transfer your sales and sales-management skills, especially if you have signed a non-compete agreement with your present employer. If you still feel energized by the senior management of your present firm, and you share a common vision for future growth, I would figure out what to ask for to make this sales compensation change a "win-win" opportunity. If you feel the opposite, it is time for you to polish up the resume, create a transition plan with a timeline and begin marketing your personal brand in a different direction.

ASK OUR COACH bottom line: Now is the time to be overly prepared to negotiate. Give them a great experience of why you are one of their best!

First call of business is to assess where you are now and define where you want to go. Along the way, you will want to focus on building on your strengths and delegating your weak areas. However, creating a personal brand development plan is the most critical first step.

To create a personal brand development plan, you must first address questions such as these:

1. Where do I see myself personally and professionally in five years? Where do my family and I want to live? Income goal? What job titles and responsibilities, do I aspire to hold?
2. How long do I see myself staying within my current category/industry sector? Am I passionate about what I am doing? Is this position aligned with my values? What alternative industries/professions are attractive to me long-term?

Once you have addressed these big-picture questions, begin to clarify your personal brand development priorities by answering the following:

1. What (business and marketing) technical skill areas and experience (e.g., general management, managing a P&L) am I missing or in need of strengthening?
2. What are the opportunities within my current position for obtaining these key knowledge areas through "on-the-job" training?
3. What is my company's current policy regarding financial support for ongoing education?
4. What other learning programs (university degrees, e-learning, conferences, executive MBA, etc.) would be beneficial for increasing the value of my personal brand?
5. What is my committed learning agenda for the next 12-24 months?

Here are some more suggestions:

1. Be visible internally and externally.
2. Create a transition plan; either way, there will be a transition.
3. Continue to build rapport and credibility internally with your Board members.
4. Begin to identify other potential organizations and CEOs who are inspiring to you, personally, and begin to explore your outside options.
5. Identify your career progress, and connect with search firms specializing in your industry and functional specialty.
6. Identify high-level speaking engagements and conferences you can attend, plus articles you have been meaning to write, and begin working on these types of initiatives.

While all of this might end up being only a "contingency plan" (in the event you bond with the new CEO), the worse that can happen is that you will be over-prepared. And you will not regret starting sooner if things turn out the other way once the new CEO is named.

First, let me say that one of the reasons for the short tenure of Chief Branding Officers and Chief Marketing Officers (average 22 months) is a change in their relationship with the CEO. We have seen numerous examples of CBOs and CMOs who are performing well--then their CEO gets changed out and the new CEO coming in either (1) changes the strategy and direction of the business, or (2) wants to bring in his/her own team. While you are certainly performing well as a Chief Branding Officer, you can be even more certain that a change is coming. How can you maintain certainty in an uncertain environment? Be prepared, as there is no doubt you will be balancing lots of balls: transitioning to the new incoming CEO, staying on course with the "old" plan, keeping your staff motivated and focused, staying true to your values, balancing your personal with your professional life. Begin with YOU. Part of your plan should be to look at the future of your own personal brand, what is important to you, and to set priorities.

Here are some more suggestions:

1. Be visible internally and externally.
2. Create a transition plan; either way, there will be a transition.
3. Continue to build rapport and credibility internally with your Board members.
4. Begin to identify other potential organizations and CEOs who are inspiring to you, personally, and begin to explore your outside options.
5. Identify your career progress, and connect with search firms specializing in your industry and functional specialty.
6. Identify high-level speaking engagements and conferences you can attend, plus articles you have been meaning to write, and begin working on these types of initiatives.

While all of this might end up being only a "contingency plan" (in the event you bond with the new CEO), the worse that can happen is that you will be over-prepared. And you will not regret starting sooner if things turn out the other way once the new CEO is named.

From the outset, you must recognize, and have others on your Board of Directors recognize, that you are searching for more than just a qualified, capable CMO. Many outstanding CMOs have also demonstrated successful general management skills, and you definitely need to select someone who has successfully run and successfully built a business (hopefully similar or greater in size than yours) with P&L responsibility. Treat this search like you were searching for a new President or CEO now and you will find yourself focusing on the right long-term talent acquisition solution that can provide you the succession planning you want from Day 1.

We can definitely say the impacts are positive, both in terms of employee retention, as well as subsequent promotion and development. In two recent instances, both in financial services, clients asked us to coach high-potential executives who were not promoted when SVP-level positions opened up. The clients were concerned these executives would leave if they did not get the current promotion(s), and they also wanted to send a clear message to each executive that they were willing to invest in their future development to help prepare them for promotion in the next cycle. Both of these executives have remained within the organization (two+ years), and one of the executives is about to be promoted to an SVP-level opening. So we would say definitely we see a positive correlation when organizations provide an executive coach to high-potential executives.

If the management team has been in place and critical to building the business (value) for more than 5+ years, it is customary to expect incentives as follows:

1. One to two years base salary payments, upon successful sale of the business.
2. Accelerated vesting of stock options.
3. Severance payments of 12-24 months, if the position is eliminated under a change of control. In some cases, there might also be “retention bonuses" utilized to provide a lump sum payment (i.e., 6-12 months salary) for staying on through a minimal period of six months after the completion of the sale transaction.

If you have stayed on the marketing services side for more than six or seven years, at some point client-side opportunities will tend to discount your ability to transition from the services to client side. Many times, client-side hiring authorities view marketing services candidates as “too narrow," e.g., only focused on the creative/campaign management side of marketing and lacking skills internally required to manage the broad logistical elements of launching/delivering new products and services.