executive

CEO compensation. That's all you have to say to get some people jumping up and down, screaming, and sputtering like raving lunatics. Me, I'm not sure how I feel about executive pay. After all, I was an executive, even a CEO, however briefly. But don't hold that against me.

In any case, I'll try to come up with an objective position by the end of the post.

In the meantime, let's take a look at some CEOs of high-profile, publicly traded technology companies. To be sure, these folks have some things in common. They shoulder a great deal of responsibility and risk; they have really tough jobs; and like it or not, they make tons of dough.

Do shareholders always get their money's worth? Well, not exactly.

Let's start with Mark Hurd of Hewlett-Packard. In fiscal 2006, Mark's total compensation--including equity-based compensation--was at least $19 million. That's a lot of money, right? Let's reserve judgment for the moment.

HP's performance during that time frame was $92 billion in revenue, $6 billion in net income, and $2.18 earnings per share. The stock responded accordingly; shareholders were treated to a market cap gain of $28 billion. For every dollar earned, Hurd returned roughly $1,500 to shareholders. I'd say he earned his keep.… Read more

Hewlett-Packard filled out its executive ranks Tuesday, naming Michael Mendenhall as its new senior vice president and chief marketing officer.

Mendenhall, 45, will take on HP's global corporate marketing, communications and customer intelligence duties officially October 1. He will report to Shane Robison, HP's chief strategy and technology officer.

Prior to joining HP, Mendenhall had worked 17 years for the Walt Disney Company, most recently as director of marketing for the company's $10-billion global parks and resorts business.

He steps into a job that had been open since May, when former head marketer Cathy Lyons moved over … Read more

SAN FRANCISCO--Opponents of a controversial surveillance program told a federal judge on Thursday that the government has admitted to eavesdropping on private communications of American citizens--with the help of several telecoms--and must not be allowed to hide behind executive privilege.

Attorneys representing now consolidated class-action lawsuits against Verizon Communications and the government for allegedly violating federal privacy laws faced off with lawyers from the carriers and the Department of Justice here Thursday.

The government wants the case thrown out and told U.S. District Judge Vaughn Walker that the other side doesn't know whether federal laws were broken because … Read more

When I was a little kid I was scared of all kinds of things: my dad, the neighborhood bully, yellowjackets, monsters under the bed, ghosts in the closet, you name it. Now I'm a grown-up and I'm not scared of anything...except my wife.

But it wasn't that long ago that someone scared me even more than my wife did. My boss. Actually, I had a string of scary bosses. Managers definitely have a way of being intimidating, and there's a very good reason for that. It's because they can.

Bosses can bully you, scream at you, threaten you, and even terrorize you. Most importantly, they can fire you or even worse--make your life so miserable you wish they'd fire you. In fact, at-will employment gives bosses the power to do almost anything they want, as long as it's legal.

What can you do about it? Well, you can do anything you want; it's a free country. You can quit, yell at your wife, kick the dog, punch a hole in your kitchen wall, or become a monk and submit to a vow of poverty. But all that's likely to get you is divorced, bitten, a broken hand, and a shaved head.… Read more

As reported, Dell recently concluded a year-long internal investigation into its accounting practices. As a result, the company will restate its financials for four fiscal years (2003 through 2006) plus the first quarter of fiscal 2007. The good news is that the cumulative decrease in net income will be between $50 and $150 million - peanuts compared with Dell's reported profit of $12 billion during the restatement period.

The bad news, however, is contained in a rather heavily wordsmithed paragraph of Dell's press release:

"The investigation identified evidence that certain adjustments appear to have been motivated by the objective of attaining financial targets. According to the investigation, these activities typically occurred at the close of a quarter. The investigation found evidence that, in that timeframe, account balances were reviewed, sometimes at the request or with the knowledge of senior executives, with the goal of seeking adjustments so that quarterly performance objectives could be met."

It appears that certain senior executives had a chronic case of end of quarter madness, a relatively common disease among executives of publicly traded companies.

Confirming what was evident from Dell's announcement, CFO Don Carty said in a conference call with investors, "We did find evidence of fraud." But neither Carty nor Michael Dell - who reclaimed the CEO role in January - would divulge the identities of the senior executives referenced in the company's release.… Read more

Does your boss act out and throw tantrums like a spoiled child? Does your company ship most of its product the last 24 hours of the quarter? Are you afraid to bring up certain hot-button issues in meetings for fear of being humiliated? Do you spend more time covering your ass than you do sitting on it? Is your company in a perpetual state of limbo because nobody can make a decision? Does your company's mission statement change weekly?

These are all signs of a dysfunctional workplace. But don't fret; you're not alone. In fact, an entire lexicon has grown up around dysfunctional corporate behavior. See if you can recognize some of the issues that drive you and your co-workers nuts in these definitions:

Analysis paralysis. Chronic debating that obstructs the decision making process. Often a systemic problem within a company and a symptom of dysfunctional leadership, processes, and pretty much everything else. Also see disruptive management style.

Breathing your own fumes. When executives actually start to believe and make decisions based on the spin-doctored bulls--t they consistently spew out to the media, analysts, investors, customers and employees.

Blowing smoke up someone's ass. Feeding an insincere compliment or bulls--t to someone who should know better but hasn't been around long enough to develop a healthy, cynical filter against that sort of thing. Not to be confused with having your head stuck up someone's ass.… Read more

Back in the early '80s, when I was a young engineer at Texas Instruments headquarters in Dallas, my thoughts were mostly preoccupied with women and partying ... except at work, where I occasionally designed chips, too.

I worked with a bunch of college grads from all over the country. We were all single and at the same stage in our lives. There were road trips to New Orleans, New Braunfels (for Wurstfest--where Texans came every year to drink their weight in beer), the Guadalupe River, South Padre Island, and Colorado (where we attempted to ski). The rest of the time, you … Read more

Editors' note: This blog initially misstated the price per share of former CEO Kevin Rollins' stock options had he been able to exercise them. The correct price is $28.67. The story should also have included that Rollins' stock options had vested prior to his leaving the company.

Kevin Rollins supposedly walked away from Dell with a measly $5 million payout. Turns out Dell's former CEO is pocketing nearly 10 times that amount.

Dell said in an 8K report filed on Wednesday that once the company finally files an annual report, it intends to pay Rollins $48.5 million. … Read more

In a prior post I whined about the shortcomings of climbing the corporate ladder. What I neglected to mention is that, after years of horrific behavior modification that some call management training, I eventually became pretty good at it. In fact, I was a manager and an executive for more than 20 years.

During that time I developed a pretty good sense, from both sides of the equation, of the qualities that executives look for in up-and-comers. So, if you're one of those gluttons for punishment (and compensation) who seek a place in the esteemed ranks of corporate management, here's some free advice on how best to get there.

One caveat, though. Depending on how you interpret them, these qualities can have different meanings. They can even be watered down into almost meaningless, generic dribble. I've seen that done in dozens of corporate "core value" statements. So I tried to provide meaningful descriptions to for clarity's sake.

Ten qualities executives seek in up-and-comers:

Passion. Driven to get the job done and do it right; passion for one's function, the marketplace, the company's product, work in general; high energy level

Intelligence. There's no substitute for intelligence, with emphasis on insight, analysis of complex problems, deductive reasoning, out of the box thinking

Fearless. Willing to take risks, embrace new challenges, make mistakes, and say what's on one's mind without fear of consequences; opposite of CYA mentality

Leadership. Innate ability to motivate people to willingly do one's bidding, especially when there's no direct benefit for them to do so… Read more