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Unlocking Results™ That Create Lasting Value

Unlocking Results™: Private Equity and Venture Capital Firms

Private Equity

The Importance of Hedging
"Leadership Risk"

Shifts in the private equity marketplace are forcing many investment firms to hold onto their portfolio companies longer than they might prefer, and general partners are increasingly expected to assume more influential roles in the day-to-day management of the firms in their investment portfolios.

Herein lies a major problem.

Although private equity and venture capital firms are bastions of sophisticated financial and economic risk analysis — and their deal-making prowess is unparalleled — they typically fail to address the single issue that most impacts the success, or failure, of the businesses they control. What is this nemesis of business success and higher returns? It is the failure of general partner representatives to effectively govern their portfolio companies.

In particular, it is a failure to effectively manage the executives that lead their portfolio businesses, especially the CEO and his or her senior team. Too many otherwise sophisticated investment professionals make the assumption that company executives always act in ways that encourage value creation. After all, aren't the majority of executive teams highly incented to produce outstanding company performance? Why would CEO's and their direct reports behave in ways that actually dampen growth and hinder profitability?


The "Soft Issues" Can Destroy Value Creation

For all of their financial acumen, private equity professionals often underestimate the impact that so-called "soft issues" (e.g., leadership, culture, governance, etc.) can have on the businesses they steward — and their company CEO's are generally complicit in this failure.

What is Leadership Risk?

In fairness to private equity professionals, much as doctors make the worst patients, senior executives are notoriously challenging to manage. The mindsets and behaviors of the men and women who have risen to C-level responsibility are constantly in flux (e.g., senior team dynamics shift over time, workplace behavior changes under personal stress, the Emotional Intelligence of leaders evolves/devolves, etc.). And. since these mindsets and behaviors can directly impact portfolio value, these "soft" variables introduce an unknown level of nonfinancial uncertainty into the risk assessments that guide most private equity decisions.

These uncertainties may constitute a significant "leadership risk" if they go unaddressed and unmitigated (i.e., they remain un-"hedged").

Identifying and Hedging Leadership Risk: Practical Guidelines

The good news is that the various elements of leadership risk are readily identifiable. The bad news, however, is that few investment teams make mitigating these "soft" risks a priority.

Those charged with post-acquisition governance of portfolio companies should first diagnose the degree of leadership risk exposure at each portfolio business — and then move to hedge this risk, using an assortment of intervention strategies.

Several years ago, Catalyst's co-founder Glen Waisner identified ten distinct elements of leadership risk, which are listed below. These elements represent factors that have been shown to contribute to portfolio company underperformance. Glen also developed practical strategies, interventions and guidelines for constructively dealing with each of these ten elements. To learn more, please contact us for details regarding how Catalyst can help you improve the performance of the leadership teams at your portfolio companies.


Ten Elements of Leadership Risk

  1. Avoid Conventional Wisdom Traps
  2. Force Executives to Focus
  3. Ensure Senior Team Alignment
  4. Tame the "Controllasaurus"
  5. Encourage Listening
  6. Think Globally
  7. Energize Product Development
  8. Instill Cultural Sensitivity
  9. Understand and Address Executive Insecurity
  10. Stop Wasting Valuable Time

Source: "Ten Tips for Hedging Leadership Risk" by Glen R. Waisner

"Words of Wisdom" for PE / VC Firms

"When decisions are reached and strategic direction is defined based upon conventional wisdom or faulty assumptions, the company and its stakeholders are at significant financial risk."

"Like a rowing crew, corporate management teams must put all of their energy into moving in the same direction. No divisiveness or distraction should be tolerated."

"The 'Controllasaurus' — the CEO who will not tolerate collaboration — is becoming an endangered species. But the remaining examples represent a dangerous challenge to PE professionals."

"The typical CEO is so overconfident in his or her ability to lead that he or she rarely takes time to listen to those at lower levels of the organization — where important change should be generated."

"Most CEO's underestimate the impact of corporate culture on the business' ability to adopt needed reforms — and they overestimate their ability to change that culture quickly."

"Private equity professional must understand the following truth: The more senior the executive, and the more self-confident he or she appears, the more insecure that executive probably is in his or her leadership role."

Source: "Ten Tips for Hedging Leadership Risk" by Glen R. Waisner


Short-Term CEO or PRESIDENT

Are you looking for an experienced leader who can unlock the results you know are buried within one of your portfolio businesses? Do you need someone to bring a renewed sense of urgency, accountability and performance excellence to one of your senior teams? If so, then you and your investors should consider retaining Mr. Glen Waisner, Catalyst's Managing Partner, as a short-term CEO or President. His personal brand of SPEED Leadership may be just what you need to jump-start performance at one of your lagging businesses.

Click here to learn more about Mr. Waisner, or contact him directly by calling 1-800-378-9843 ext.705.

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