The Perils of Celebrity Sweepstakes
by Richard A. Headley

Most managers I've worked with can be characterized as practical, results-oriented people; in other words, nobody's fools. But when the ordinarily hard-headed executive decides to hire a "big name" expert to speak about the latest concepts and trends in organization or management theory, practicality and common sense often fly straight out the window.

The escalation in fees charged by such celebrities has been spectacular, and increasing numbers of people are seeking to achieve celebrity status in the arena of human resources development. Rates of $10,000 per day plus expenses are not uncommon, although the fee tends to depend upon whether you hire the vindictive B.B or A.B. (Before Book or After Book). Another factor that makes this issue more important today than in years past is the reduced capacity of organizations to make expenditures with dubious cost-benefit ratios. The recession may be receding but the memory lingers on.

We in the HRD field, especially internal consultants and training directors, have an obligation to help management avoid — or at least examine — the "one shot with the big shot" approach that often produces few positive results and sometimes leads to negative consequences.

It's an approach that can backfire, regardless of the celebrity's credibility and skill as a speaker. A noted researcher and well-known author in the management field was hired to speak at my organization's annual off-site meeting for senior managers. He did a professional job and provoked considerable thought among his listeners. But upon reflection a short time later, I concluded that the net effect of his presentation was quite limited. This was due partly to the fact that it was an isolated event outside the mainstream of corporate life, but other factors also conspired to undermine the presentation's value. They illustrate some of the possible perils when management becomes seduced by the "celebrity sweepstakes" game.

Here are a few things that can go wrong.

• The expert's presentation may not "fit" with the organization's culture or with its current objectives or problems.
• It might confuse the "troops". The presentation may cause lower-level managers to wonder if this is the new they're supposed to manage. Chances are, it isn't.
• The presentation may have minimal or no linkage to the company's professional-development system. Four months after my company's fling with the celebrity game, a division manager called me to inquire why the firm's formal management-development program was not consistent with the speaker's theories or with the literature he'd been receiving from headquarters.
• Senior manages may equate exposure to understanding or, worse yet, presume that the presentation alone will cause some desired changes in management behavior. The celebrity's speech may be entertaining, even inspiring, but its effects usually are as ephemeral as the religious conversions produced by television evangelists.
• Scarce resources may be deflected. The time, energy and money spent on the celebrity may be better invested in a less-exotic but more productive HRD activity.

The "one shot with the big shot" approach to HRD is, in my opinion, almost always suspect. The pertinent question, however, probably is not "Should we eschew the use of celebrities altogether?" but rater, "How can we HRD types help managers avoid the pits falls to they can maximize the results when they do hire a celebrity in our field?" The essential task is to make sure management is aware of the relevant issues and to become involved in the planning process, using the following guidelines.

• Contract. Help senior managers clarify in their own minds the primary purpose of the presentation. Help them develop realistic expectations, then communicate the expectations clearly to the celebrity being considered as a speaker. Verify that your organization's needs coincide with the speaker's interests and capabilities.
• Context. Analyze how the speaker's input can be related usefully to existing HRD systems (or to planned revisions) and other organizational realities. Any outside speakers worth their salt will insist on having adequate background information to enhance the relevancy of their efforts.
• Control. Help management to retain control over the design of this activity. Don't allow your organization to take a passive stance ("He's the expert; anything he does will be beneficial"), or you'll get whatever the speaker wants to give you — and that may not be on target.
• Sacred Cows. Alert your special guest to any basic taboos in your organization so that he or she does not inadvertently self-destruct. This is not to say the speaker is to avoid all controversial issues. It does mean you should seek to prevent a tempest in a teapot that would distract from the value of the message.
• Continuity. Plan for some sort of follow-up which can multiply the impact of the presentation. Search for way to disseminate key ideas and concepts that management decides are valuable and worth reinforcing. Identify how they can be integrated into HRD programs and practices now in place.

By working in conjunction with senior managers, we can play a crucial role in making their dealings with notables in our field as productive and pleasant as possible for all parties involved. Your organization's encounter with a celebrity can be a powerful and informative learning experience.

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