06Jun

IPO activity that was on track to regain the momentum of the first quarter of 2018, may now end 2020’s Q1 just slightly better than last year.

EY’s quarterly Global Trends Report says the quarter ending today will show no more than 235 IPO deals. Better than 2019’s 211, but far short of the 323 reported in 2018. The dollar value also pales in comparison: $28.5 billion this year versus $48.7 two years ago.

“The unexpected and novel events surrounding COVID-19 took a toll on the global health of equity markets,” says Paul Go, EY global IPO leader, “and together with other global market factors, have caused market turbulence last seen only during the global financial crisis of 2008.

“This extreme market volatility makes any ambitions to go public highly uncertain, both in terms of timing and valuation.” 

Surprisingly, given that China was the first to experience the effects of the coronavirus, the nation accounted for 90 IPO deals worth $13.2 billion. Asia-Pacific overall was responsible for 160 deals totaling $16.8 billion, a 28% and 110% increase respectively compared with Q1 2019.

EY Asia-Pacific IPO Leader Ringo Choi, noting that Covid-19 had “some impact on IPO activity,” predicted that “with government policies and economic stimulus packages in place, IPO markets should see some improvement in the quarters to come.”

In the Americas, where the US accounted for 24 IPOs worth $7.3 billion, “Covid-19 and oil tensions have largely dried up IPO activity for now, ” observed Jackie Kelley, EY Americas IPO leader. She added that “The IPO pipeline is growing, as issuers look for opportunities to be prepared for calmer and more conducive markets.”

Despite that optimism, the EY report announcement says, ” IPO markets are not expected to quickly rebound in Q2 2020. However, while Q3 is typically a slower time of the year, there may be increased IPO activity as the market attempts a reset and the global pipeline looks for the next IPO window.”

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Do You Really Want to Be a Manager?

It’s flattering to be offered a management promotion. It shows the confidence your boss has in you, and the bump in your paycheck would certainly be welcome.

But before you say yes, take a deep breath and think about what it means. Not everyone wants to be a manager. Not everyone who is a manager should be one.

Being a manager comes with dramatically different responsibilities. Instead of being responsible only for yourself, as a manager you’re responsible for the work of a team. You’ll be dealing with different personalities and styles. You’ll face pressure from your boss to meet a whole range of new measures. Besides getting projects done on deadline, there will be budget considerations and quality standards. At the same time, you’ll hear from your reports about being pushed too hard or not getting the resources they insist they need.

You’ll be expected to coach your team, supporting them and giving them the feedback they need and want. At times, that means delivering feedback about poor performance. As a CNN Business article points out, you have to sometimes be willing to be seen as the guy delivering bad news.

Says Leigh Steere, co-founder of research group Managing People Better, “The No. 1 task that managers shy away from is confronting poor performance.

“They may be conflict avoidant. Some say ‘I’m not comfortable judging others.’ Or they want to be viewed as a nice manager. [But] it is not nice to withhold feedback from somebody that they need to learn and grow.”

The skills it takes to be a great manager are far different from those of being a great worker. Too often companies promote great workers because they perform at the top of the curve, only to discover that as a manager their performance is lacking at which point their rise in the organization halts — or worse.

While management training can make a difference, too often this training is limited to legal issues and administrative procedures. Even when the training includes coaching and feedback and similar matters, it takes constant reinforcement and personal commitment to be effective.

So when the opportunity comes along, think it through. Ask managers you respect for advice. Discuss with your boss the changes you’ll need to make. Then ask yourself, are you willing to give up what you do in order to manage others? Is that you?

Photo by Austin Distel on Unsplash

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