Keith J.

Cunningham

I want to be crystal clear about how I work so that you can be successful. This is who I am…
This is my management style. Here’s how I do things. Aligning with me on my management style
(which you will find is very fair and liberating) is the first step towards being successful. If we
can’t get aligned, chances are your technical competence will make little difference. I believe
transparency is mandatory. We need you to have extreme clarity about our culture, our
onboarding program, the specific outcomes we expect as well as our critical drivers,
dashboards, metrics and expectations. In other words, we are optimizing for you to be very
successful here. If you can’t deliver on these expectations or you bust up the culture, this isn’t a
good fit. On the other hand, if you have clarity about how I work and what we expect (and you
think you can perform to these expectations), this will be a tremendous opportunity.

MY STYLE

• Open… Straightforward… What you see is what you get. I play no games and have no
hidden agendas. I say what I mean There is nothing to read between the lines.
• Outcomes and action oriented. Fair, but somewhat impatient. I value the outcome and
deliverable; I dislike rationalizations and excuses.
• No surprises. If the sky is falling, tell me. I don’t want to learn about it by reading a
newspaper.

NO GOTCHAS, GAMES, OR TRICKS

• Make a plan… Work the plan

• I avoid “gotchas.” No games; no tricks. I judge (and reward) people based on
performance, outcomes and results.
• If something bothers you, I want open dialogue. I am not a mind reader. Let me know if
you think something is wrong or if you have something that is bugging you. I’ll do the
same.
• I expect excellence, reward the same. I have high expectations and I reward excellent
performance – probably at a level that will surprise you.
• I like and accept challenges. I have spent my life building/running businesses. My
greatest satisfaction comes from growing people and solving problems.

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 • When communicating with me, I need runway and color to be able to understand the
context. But I need the point, not the story. Keep your memos succinct and offer
suggestions and solutions.
• Ask my advice early. I’ve had more than forty-five years of experience. Give me a chance
and I probably can help you.
• Follow this communication procedure for addressing questions/problems with me:
o Reduce the problem to writing. State the problem as simply as possible.
(Complex problems reflect complex thinking.)
o List the three best alternative solutions or options you have considered to
improve the situation or solve the problem.
o Recommend your best alternative or solution.

SOMETIMES WRONG, RARELY IN DOUBT

• Often wrong, rarely uncertain. I rarely equivocate. I make quick decisions. So when I’m
wrong, let me know…quickly.

MY MANAGEMENT PHILOSOPHY

• It’s all about building Total Business Value.

• Superior customer and employee relationships are critical (CULTURE).
• I believe efficiency and quality are compatible. I want efficiency but insist on no
compromise of quality.
• I strongly believe in keeping things clear and simple:
o Organization Structures
o Communications
o Processes
o Priorities
o Dashboards/Metrics
• Clear and full accountabilities. Individual responsibility (ownership) is essential, which
means that one person must be accountable for (own) the results.

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NEVER OVERPROMISE; ALWAYS OVERDELIVER

• A promise made is a promise kept. Never over promise; always over deliver. I’ve lived by
these words throughout my entire career. If there is a miss, clean it up.
• I believe in alignment and linkage- operating managers working together with strong
staff input make the best decisions.
• My key function is to establish the outcomes, set priorities and allocate resources. Your
key responsibility is to deliver the outcomes and results agreed upon in these objectives
and priorities. My team has a lot of autonomy to act and complete accountability to
succeed.

LEVEL THE SILOS, INCREASE THE SHARING

• The better our communication, cooperation and support, the farther and faster we will
go. If cooperation is increased, silos leveled, and alignment improved, success will
follow.
• Improvement is integral to all aspects of our business. Getting better must define how
we think and act.

GOOD IDEAS ARE EASY TO COME BY

• Excellence requires good ideas well executed. These two elements must come together
to be meaningful. Good ideas are easy to come by; they’re meaningless unless they are
well executed.

MY EXPECTATIONS OF YOU

• Outstanding performance. Promises must be kept: We make our numbers and produce
the results we committed to produce. We do what we say we will do. This is another
precept that underscores the need for standards, excellence and accountability.
• Support decisions once made; contribute before decisions are made. Nothing is worse
than someone who sits silently during a decision-making process and then, after the
fact, seeks to undercut the action. I don’t tolerate efforts that subvert.
• I hate anyone saying, “Keith said” or “Keith wants,” as the reason for doing (or not
doing) something. Things are done (or not done) based on thoughtful assessments and
considered deliberations. I have experienced firsthand how disruptive and demoralizing
top-down dictums can be, especially when no explanation accompanies them.

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 • Help others solve problems and get stuff done. Sometimes its pride, or fear of missing
the applause, but peers are often reluctant to seek help from (or assist) each another,
even though they all are part of the same team. I will do everything I can to break that
attitude.
• Do the RIGHT Thing.
• Do the BEST You Can.
• Show Other People That You CARE!
• Play above the line.
• Be Coachable

UNTANGLING TOUGH ISSUES

• Integrity, moral, ethical, legal. Integrity is the starting point for all business decisions. I
always say that you can resolve the most difficult issue if you just “Do the right thing.”
Always be guided by that rule. Do what’s right and you’ll never go wrong.
• Be leaders of your department, your function, and your people. Upgrade your
organization continuously. Since I want this company to be the best at what we do, I
need a team of top performers (“A Players”), leaders who will be the best at running
their business unit or function and in managing and developing their people. Continuous
appreciation and dissatisfaction must characterize the leader, which results in
continuous improvement and upgrading throughout his/her operation.
• Never be afraid to say, “I don’t know.” If you don’t know, tell me and then find out.

NO ROOM FOR LEAKERS/SNIPERS

• Appropriate confidentiality – both internally and externally. Leaks often signal low
morale and a disenchanted workforce. “Leakers” will not be tolerated.
• Don’t want competition among functions, or the senior staff. Anything that even hints at
it is counterproductive. If the top people in the company are sniping at one another, or
appear to be, the impact is corrosive throughout.

DON’T MAKE SMART MISTAKES TWICE

• My thoughts on mistakes:
o You…don’t make dumb mistakes.
o I…don’t punish smart mistakes.
o You…don’t make smart mistakes twice.
o An omission mistake is just as bad, or worse, than a commission mistake.
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 I do not want a risk-averse organization. But I also won’t tolerate slipshod preparation
and thinking that lead to failures. When the right process and thinking do not succeed,
that’s fine, but learn from failure. Whatever you do, never say, “I’m not to blame
because I didn’t know that x, y, or z would happen.” You should have known (or warned
us)… believe me. It’s called thinking in second order consequences.
• Appropriate business discipline and fact-based analytics must be used in assessing
businesses, problems and growth opportunities. The better the facts that you have and
the better analysis that you can do, the more likely you’ll make the right decision.

GREAT FREEDOM, BUT NOT AUTONOMY

• You should involve me in major strategic and operational decisions. I give my managers
great freedom to act, but not complete autonomy. I must be fully consulted and
engaged in all major decisions (anything that significantly impacts cash, revenue,
expenses, customers or employees).
• I need enough information and insights, not just data, so I can understand what’s
happening and why. A thick binder of data that provides no real insight or
understanding about what is happening in the business, or why, is useless to me.
Quality, not quantity matters.

AGREEMENT vs. CONSENSUS

• I DO NOT ATTEMPT TO FIND THE MOST WATERED-DOWN SOLUTION THAT WILL

APPEASE EVERYONE. The key is not to obtain unanimous agreement but rather to make
the best decision.
• Decision process (Benevolent dictatorship)
o Discussion – all views heard
o Final decision by me, as needed
• Behavior
o Pay attention: no sidebar conversations or secondary tasks; Really listen
o Stick to subject
o Openness
o Pre-work: preparation when needed
• Minimize Grandstanding

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ONE ON ONES

• One-on-Ones: Your call. I “manage by walking around,” I drop in on my direct reports,

expect regular updates and frequent status reports. However, I do not have regularly
scheduled one-on-ones with my direct reports. If anyone feels the need, I welcome the
opportunity to talk. If you feel you need or could benefit from my insights, expertise or
advice, err on the side of asking. Always ask for a meeting to resolve any culture,
communication or hurt feelings issues.

IMPRESS WITH ACOMPLISHMENTS, NOT WITH NUMBER OF MEETINGS AND MEMOS

• My managers do not impress me with the number of memos and plans they send and
meetings they schedule. I want to be informed but my expectation is you will do the
work to be successful at your job.
• No such thing as a “casual meeting” with outsiders like bankers, the media, friends
(cocktail parties/backyard BBQs) or competitors. Most senior managers know how risky
meetings, even supposedly off-the-record meetings, can be with outsiders who easily
misinterpret and misuse the information provided. Gossip is deadly.

Competencies for all Senior Management:

Be Successful and Comfortable in a Small Business. Be comfortable acting on the old

motto; “No challenge is too large and yet no task is too small.” Be comfortable working
in a small tightknit family of people all carrying multiple, simultaneous responsibilities.
Demonstrate your understanding of the fact that you need these people far more than
they need you. One day you may be giving a speech at a well-attended industry
convention, the next you may be leading a business development strategy session and
then find yourself emptying the dishwasher or putting water bottles in the fridge.

Make Us Better by Learning Lessons. Make the company better with each event. We
have the ability to learn from each success and failure. When an A Player joins us then
let’s learn why (and when one leaves too). When a strategy works (or fails), let’s learn
why and get better.

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 Show Respect and Courtesy. Treat every person you approach or who approaches you
with respect and courtesy. When people approach you make sure they are glad they did
so and believe they came to the right person, even when you need to refer them to
someone else to find help. Approach others with a visible respect for their schedule,
and for commitments they may have already made to others. Ensure contact with you
is a positive experience.

Bring Positive Energy and Enthusiasm. Bring gratitude to your job each day, and ensure
others know you are proud to be a part of the XXXXXXXX and you welcome the
challenge of creating and maintaining a vibrant, energized and growing company. Be
happy about where you are and let your face and tone of voice know it.

Leave Your Ego Out. Be willing to listen to, learn from and understand those around
you instead of judging them. Be able to accept feedback in multiple forms including
reviews, evaluations, comments, criticisms, new ideas and new approaches. Be able to
accept feedback from anyone and in any forum. Accept all types of criticism and not
take it personally or get offended. Demonstrate gratitude for the time and attention of
those who gave you the gift of their attention. Avoid the fruitless pursuit of looking
good in front others.

Be Intelligent. Learn quickly and demonstrate the ability to quickly and proficiently
understand and absorb new information. Be able to structure and process qualitative or
quantitative data and draw insightful conclusions from it.

Add Value. Make sure your participation adds value in meetings, phone calls,
conference calls, document creation, document reviews and when you write or respond
to emails. Avoid being mean, nit-picking and belittling people. Make sure what you say
and write adds value and moves you, the team and our company to a better place.

Focus on Your Outcomes and Results - Produce. Clearly understand the outcomes and
standards expected of you and your position. Commit to your outcomes, establish clear
work plans to achieve each outcome and measure yourself. Know at all times if you are
meeting your commitments, attaining your outcomes and producing the value expected
of you. Get and stay organized. Get and stay focused on your outcomes. Be proactive
and pay attention to detail. Avoid interesting activities that distract you from your
primary outcomes.

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 Be Flexible and Adaptable. The XXXXXXX is a small business that is growing fast and
expanding into new markets. Outcomes, standards, responsibilities, approaches,
methodologies and strategies will change from time-to-time. Sometimes with your
consent and approval, and sometimes without. Be able to adjust quickly to changing
priorities and conditions and be able to cope effectively with complexity and change.

Stay Calm – Especially Under Pressure. Be able to remain consistent, professional

courteous, respectful and enthusiastic when under heavy pressure, stress and
deadlines. Being a leader requires deadlines and commitments from you to others and
from others to you. Becoming even more focused, intense and directed when feeling
the heat of deadlines and missed commitments is expected. Be able to remain
professional and effective in the hot moments. Preserve relationships during the hard
times to meet future needs.

Be Creative and Innovative. Avoid plateauing and stagnation by generating new and
innovative approaches to problems. Find new ways to meet customer’s needs, identify
more efficient ways to lead and to manage.

Always Be Learning, Growing and Improving Yourself. Never be good enough. Never
be smart enough. Never know all there is to know about leading, attracting new
business, servicing our customers building the team. Demonstrate a continuous desire
to learn by reading books, watching videos, attending seminars, and going to formal
training. Be willing to spend your own money and your personal time in addition to the
company’s. Demonstrate that you are participating in your own development, your own
success and your own growth. Visibly bring back what you learn to the company and
teach others. Help others grow with you.

This was adapted from James M. Kilts, former CEO of Gillette

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