Peter Handal represents the new generation of American executives, those who prioritize humanity and relationships over profits and capital. Like many New York CEOs, he was deeply impacted by September 11th. The Dale Carnegie offices are located on Long Island. For many weeks, business was almost non-existent in a depressed and depressing New York. The symbols of the economy collapsed in seconds, as did many illusions. And truths emerged: overnight, everything could be lost. The following weeks were challenging in the Dale Carnegie offices in the Big Apple. Questions were raised. “We had meeting after meeting to restart activities,” explains Peter Handal. “I wanted to lay off employees, but that’s not in Dale Carnegie’s philosophy. We implemented three early retirement programs. In the United States, that’s much more expensive than layoffs. But it’s not in the Dale Carnegie spirit.”
What has changed in the company is that now, in each country, a contingency plan is in place in case of a severe crisis like the one caused by the attack on the World Trade Center. What role did September 11th play in the now more humane approach to managing a multinational? It’s hard to say. It’s difficult to know if all major CEOs are like Peter Handal and subscribe to his humanistic vision of capitalism. As President of DALE CARNEGIE INTERNATIONAL, he sits or has sat on the board of several international companies like Cole Corporation (Luxottica) listed on the NASDAQ or on European markets like Poland (W Kruk). He has testified several times as an expert to various committees of the U.S. House of Representatives and Senate. He is also the Director of the AAEI, American Association of Exporters and Importers.
What is the winning strategy when facing changes in the world? The success of a company depends on adapting to societal changes. “You have to act even before,” says the American. Darwin said that the species that survives is the one that best adapts to change. It’s the same for companies.” He advised the people present at the conference (CEOs or representatives of large companies) to “use their ears” to initiate changes: “You have to listen to the customers. What matters are people. Changes revolve around people. You have to give the employees and the team the idea that they are part of the change. Then the CEO is a human being, and therefore mistakes can be made. Failure is normal. The important thing is to have more success than failures.” He is in favor of taking risks as long as it does not jeopardize the life of the company: “You have to evaluate the cost, the benefit, and the risk. But when in doubt, you still have to act. You can’t calculate indefinitely; otherwise, you never do anything.”
Peter Handal is a communicator. Normal for a president of a company that teaches communication, public speaking. He does not like to stay in his office on Long Island. He prefers visiting his employees around the world: today the French Riviera, last week it was India. He starts by making fun of himself, only speaking English: “Only Americans speak only one language.” He jokes about his worries of having left his wife alone doing shopping and to present the impact of the Internet in companies, he shares an anecdote: “the president and the vice-president of Microsoft send each other 30 emails a day even though their offices are separated by a wall. The only times they talk to each other is when they meet in the restroom!” For him, the art of communicating “is being honest and sincere” and “anecdotes help to be understood and communicate an idea more easily.”
By the way, one last question Mister Handal: what advice would you give to a young entrepreneur? Answer: “always offer something different and find your own niche.” Food for thought.
