The unfortunate malaise that seems to be taking over the marketplace right now is leaving many CEOs less than optimistic for 2009.  But some of the serious leaders I have been speaking with think that our collective attitude - this very malaise itself - may be our actual downfall.

The decision to lay off good people is a short term strategy, not a long-term strategy.  Almost on a daily basis, the media reports on the massive layoffs by Corporate America.  But there may be hope for these talented people in smaller companies - companies that are looking to upgrade and give people a bigger seat at the table.  The business world as we know it seems to be turning upside down and I’m constantly on the search for the senior executives who are building their brands, growing companies and finding opportunities.  That’s what our clients are still seeking - even in this economy.

There are three components that drive business in any industry: the marketplace, execution and good products and or services.  As the marketplace suffers we see many executives crawling under their desks, turning off the lights, bracing for the worst while just hoping for the best.  Yet in sharp contrast, decisive leaders like Thomas Charlton, President and CEO of Shunra Software, a market leader in testing the performance and behavior of services across today’s complex global wireless networks, is betting on himself and the future.  These are the times that some of us live for and Mr. Charlton embodies leadership that isn’t afraid to put on the gloves and take his company through the final round.  In fact, Mr. Charlton is an expert at turning around companies, saying “it’s my primary responsibility,” and he counts on continually finding the best talent in the market.  According to Mr. Charlton, “there are a number of factors that go into growing a successful company, but most importantly it’s the people who understand how to grow and scale that company.”

The advertising and media industries are struggling with being relevant to their clients and consumers.  But leaders such as Joseph Dumont, Partner at Questus an interactive marketing development company, doesn’t seem to be much effected by market conditions.  “I believe that agencies are like nightclubs, they’re only as cool as the people who go there.”

Mr. Dumont goes on to say that the advertising business relies heavily on metrics, which is 50% of the equation.  But he continually reminds clients, “You can’t forget about the creative.”

As an industry leader, Mr. Dumont understands the importance of a well-oiled team.  He’s a rock star who is passionate about bringing that passion to his clients and brands.  Again, Mr. Dumont echoes Thomas Charlton’s belief that it’s all tied into the people, but he also cautions about the future calling it the “ugly side of business.”

“The question is how you build a risk-tolerance agency so that losing a client doesn’t cause a real negative ripple effect?” he said.

What’s Mr. Dumont’s secret for the future?   ”Keeping the fun while building your business and understanding that it’s the energy that closes deals - that’s in our DNA here.”  I guess you can say that malaise isn’t taking root in Questus.

Of course you have some big companies who treasure their top talent and who are reacting to the down economy with clear, relevant marketing strategies. While speaking with Louis Ramery, SVP of Relationship Marketing at Sears, it was quite evident that Sears truly values talent.  Mr. Ramery is excited and energized by a marketplace where the customer is king and the ability to “co-create with the customer” is critical to the voice of Sears’ brand.  Ramery is rolling up his sleeves and creating a winning CRM strategy that’s relevant to today’s consumer.  He goes on to say that, at the end of the day, “it’s all about your talent: the associates and professionals that create customer winning touch points.”

This market is fallow ground for the entrepreneurs who are building startup companies who innovate and provide new value in the down economy.  Larry Allen is SVP, Network Development for Yieldex, a company that helps publishers get more revenue from their premium inventory.   He agrees that getting to the next level in business is mostly about timing and organizational readiness.

Allen leads and inspires a team that produces a solution that saves publishers time and money. But he knows that cutting edge products aren’t the only critical factors to achieving success.   ”It’s going to be an uphill road and we need customers.  We’re keenly aware that we’re just starting the process”.  Most importantly Mr. Allen believes in creating real value and he trusts his team of talented business associates to penetrate the market.  His passion and team dedication are admirable, and they’ve already demonstrated their value as Yieldex has closed deals which have made headlines since its launch in early February.

There are among us true leaders who prize authenticity, value creative thinking, and nurture innovation.  Each of these individuals also is able to make tough decisions.  Listening to and learning from winning talent gives us the opportunity to understand the fragility of business while accepting how powerful and rewarding it is when you don’t think like the masses.  The common character trait among winners is fascinating; it’s their “work to win” attitude that is the hallmark of their success.  Joseph Dumont states it simply and elegantly, “The key is to think like the old days - that’s really cool”.