Sayings that signal success

By Richard Huttner

Some years ago, when I was CEO of “Baby Talk,” America’s oldest baby magazine, my Editorial Director, Susan, came to me with an idea. Her eyes sparkled as she proposed a new advertising-supported magazine and website aimed at the one-third of American mothers who read at a sixth-grade-level or lower.

“Hmm,” I said to myself. “Would our advertisers support a media property for parents who may have difficulty reading the articles, not to mention the ads, and who likely have limited income?”

I thanked her for her “interesting idea” and promised to get back to her. I was skeptical but felt I owed her the courtesy of an investigation. I’d ask a couple advertisers, they’d say, “No way,” and that would be the end of it.

Johnson & Johnson was my first target. To my surprise, their ad agency responded, “Wow, that’s just the kind of property J&J wants to advertise in. They’re looking to improve their corporate image. Can we buy out the entire first issue, and can we be on the website landing page?”

Several other advertisers had the same reaction. Furthermore, the American College of Obstetricians and Gynecologists promised to make stacks of the magazine, eventually called BABY!, available in every obstetrician’s office in America.

I learned an important lesson: Some leaders, like me in this case, overvalue their judgment. So, when you are seeking new growth strategies, listen to your team members first. You’ll unleash their creativity. As the saying goes, “ideas are like little children: we all love our own.” Your team will also become more committed to executing a strategy they have helped develop. Think about your own self. Do you want to execute someone else’s ideas over your own? Would you want to be excluded from strategy-setting?

When all team members have been heard, strive for a team consensus. This may take longer than if you just told your team what to do. There may be research to be done, debate to be listened to, and conflicts to be resolved. Eventually, you and your team will arrive at a well-thought-out game plan that will be enthusiastically embraced. Remember, “Those who plan the battle rarely battle the plan.”

You can even include your suppliers as team members. I once held a top management meeting during a particularly snowy winter’s day. My administrative assistant cautiously knocked on the conference room door. “Rich,” she said. “The printer (who I knew was in the middle of our 1,250,000 monthly “Baby Talk” print run) wants to talk with you.” I replied, “Unless the roof is falling in, I’ll call them back later.”

We resumed our meeting, but the admin soon returned. “That’s exactly what’s happened. The plant roof has collapsed from the snow. It’s a disaster zone.”

I rushed out of the room and took the call. “Well, there’s good news, too,” our printer’s rep said. “We are mobilizing our whole company to print your magazine at a competitor’s plant. You won’t miss a beat, and we’ll pay any extra costs.” What better team member could I have?

The lesson I learned was: “Make your vendors your