Wisdom from Buffet's Annual Shareholders Letter
When a problem exists, whether in personnel or in business operations, the time to act is now.
Getting fired can produce a particularly bountiful payday for a CEO. Indeed, he can “earn” more
in that single day, while cleaning out his desk, than an American worker earns in a lifetime of cleaning
toilets. Forget the old maxim about nothing succeeding like success: Today, in the executive suite, the all too prevalent rule is that nothing succeeds like failure.
Huge severance payments, lavish perks and outsized payments for ho-hum performance often
occur because comp committees have become slaves to comparative data. The drill is simple: Three or so directors – not chosen by chance – are bombarded for a few hours before a board meeting with pay statistics that perpetually ratchet upwards. Additionally, the committee is told about new perks that other managers are receiving. In this manner, outlandish “goodies” are showered upon CEOs simply because of a corporate version of the argument we all used when children: “But, Mom, all the other kids have one.” When comp committees follow this “logic,” yesterday’s most egregious excess becomes today’s baseline.
Comp committees should adopt the attitude of Hank Greenberg, the Detroit slugger and a boyhood
hero of mine. Hank’s son, Steve, at one time was a player’s agent. Representing an outfielder in
negotiations with a major league club, Steve sounded out his dad about the size of the signing bonus he should ask for. Hank, a true pay-for-performance guy, got straight to the point, “What did he hit last year?” When Steve answered “.246,” Hank’s comeback was immediate: “Ask for a uniform.”
Fourth Law of Motion: For investors as a whole, returns decrease as motion increases.