Lessons From the Former CEO of Hill+Knowlton
I recently went one on one with Robert L. Dilenschneider, the former President and CEO of Hill+Knowlton and author of the newly released book Decisions: Practical Advice from 23 Men and Women Who Shaped the World. Robert has hired more than 3,000 successful professionals in his career and has advised thousands more. He currently runs the Dilenschneider Group, a corporate strategic counseling and public relations firm based in New York City.
Adam: Thanks again for taking the time to share your best advice. First things first, though, I am sure readers would love to learn more about you. What is something about you that would surprise people?
Robert: I have been happily married for 50 years; I have had two careers, the first for 25 years; and the second for 29 years; I have worked for many of Fortune's toughest bosses.
I have only one passion and that involves my business. So when I am socializing or going to church or any other pursuits that one normally follows, I am always thinking about how it applies to my business.
Adam: How did you get here? What experiences, failures, setbacks or challenges have been most instrumental to your growth?
Robert: Many years ago in Columbus, Ohio, I was sitting with my brother and my father. I said, "Dad, I don't know what to do?” He answered, "You can get a job selling shoes, work in a department store, go to Vietnam, or take this bus ticket and you can go to New York." I took the bus ticket and one interview lead to another and I took a job.
To get to this point in my career took hard work, follow up, attention to detail, and an understanding of the human condition and how it was changing around the globe on a 24/7 basis.
In terms of failure, and this happens to people all the time, but fortunately, to me, it has evaded me so far. Oftentimes, failure results from conflicting situations, unrealistic expectations and egos that are out of control and not in check.
Adam: What are the best leadership lessons you learned from your time leading Hill & Knowlton?
Robert: The best leadership lessons I learned include the following:
Surround yourself with great people with top-notch skills who have a hunger and desire to succeed.
Make sure that those who deserve credit, receive it.
Consider every opinion or idea, no matter how inconsequential it might seem.
Anything is possible when you are coming to a big decision.
Adam: What are the best lessons you learned from your time leading Hill & Knowlton on public relations, marketing and branding?
Robert: Give people the opportunity to do their best without interference. Give them the resources they need to succeed.
In any situation you have to define the audience and focus on that group or individuals.
Communication plans reach far beyond what is actually required and oftentimes create more problems than they deserve. This needs to be thought about at all costs and at all times.
Adam: Having hired over 3,000 people, what is your philosophy on hiring? What are your best tips?
Robert: My philosophy is to work with individuals who are hungry, have a sense of themselves and who are determined to succeed. I look for people who understand the broad business, political and social conditions around the world.
I also look for good writers. I often ask people to tell me the difference between a gerund and a participle.
Lastly, always do the right thing no matter what the consequences might be. It is often unpleasant to take the steps that lead to and result in the right thing, but there should be no turning aside from what that is.
Adam: What is your best advice on building, leading and managing teams?
Robert: My best advice is to make sure people know exactly what to expect and let the client knows what is coming.
It is impossible to create a selfless environment where everybody else wins. Make sure everyone is on board with decisions once they are made and be sure people are prepared to live with the consequences, positive or negative.
If you are the decision maker, seek the best support you can possibly gain from the group around you.
Adam: In your experience, what are the defining qualities of an effective leader? How can leaders and aspiring leaders take their leadership skills to the next level?
Robert: There are so many, but I would say the top ones are:
Humility and the ability to give credit to others who deserve it.
Be a good listener as sometimes the smallest morsel of insight can be turned into a huge decision.
Be well-rounded, do not pigeon-hole yourself. Be up to date from world events to local events. With all sorts of data available on your computer this isn't hard to do. But being able to converse on a myriad of topics will reflect a leader who cares not just about their particular area, but all those around him or her.
Adam: Who are the greatest leaders you have been around? Why? What do you learn from them?
Robert: Richard W. Darrow, the Chairman of Hill & Knowlton. He was full of energy and imagination and everyone wanted to follow him.
Darrow never asked anyone to do anything he wouldn't do himself. He was also a man who was granular in that he looked at the very basics of any opportunity or problem. Darrow, who regularly met with CEOs, heads of state and other people at high levels, was also capable of having a beer with you at the Third Avenue Bar. He was a man to follow.
Adam: What are your three best tips applicable to entrepreneurs, executives and civic leaders?
Robert:
Have a very specific goal. One goal is all you need… not ten. And once you accomplish that goal you can move on to the next.
Have tactics in mind to reach that goal. Be very exact in how you want to get where you need to be. And follow the tactics you set out and do not get distracted along the way. Focus is key.
Be prepared to celebrate success by giving credit to others. As you move through the tactics towards your goal, take a moment to reflect on that success and then move on to the next.
Adam: Why did you decide to feature the 23 individuals you selected in your book?
Robert: I looked for points in human history that have changed the course of the way we live today. Each of the 23 did just that.
Should it have been 24, or 25, or 26? Probably. Steve Jobs, for example, is not part of the group. He likely should be if the next edition. And, there are others in the scientific and technical community that should be there. But for now, we stopped at 23.
Adam: Why did you decide to write the book? What are some of the best lessons you have learned from the experience?
Robert: I looked at people around me making decisions every day and felt that they needed guidance on what they were doing and how to do it. The best place to get guidance is from people who have succeeded. That is why I wrote the book.
Adam: What do you believe is the key to making effective decisions? What are the core principles that you advocate?
Robert: Focus. It is that simple. Focus on what it takes to achieve your objectives.
Adam: What else should everyone know about decision making? What should leaders in particular understand?
Robert: If you are wrong, don't be afraid to change course.
Adam: What is the single best piece of advice you have ever received?
Robert: Bet on yourself and your qualities and find ways to rise to the occasion around you.
Adam: What is one thing everyone should be doing to pay it forward?
Robert: Looking for fairness and in every instance reflecting a compassion for your fellow man and woman.
Adam: What are your hobbies and how have they shaped you?
Robert: I always keep up to date on current events, constantly review situations around the world and the issues that shape it, as well as the matters that shape the United States.
This has led me right into the sweet spot that led to the book and which has helped me develop as a CEO running a company.
Adam: Is there anything else you would like to share?
Robert: Yes, decision making is extremely lonely. At the end of the day one person sits in a room, and no matter how much advice he or she has received, they have to make the final decision. Often the decision has tremendous downsides and the person has to be prepared to live with them.