Articles tagged "Leadership Accountability"
If you had the opportunity to work for yourself, would you? This question has been popping up in conversations with several clients lately. It’s come up during a board strategy session. It’s been discussed during coaching calls. And, it’s come up while discussing the challenges of working in a multi-generational workplace. The reason I ask the question is simple: Focus on yourself before you criticize your team.
A new client reached out to my company requesting we provide their management team with training on how to conduct performance evaluations. The new CEO had been directed by the board to restart performance evaluations. The board believed by doing so the employees would know what was expected of them so they could then help increase sales and profits. The company hadn’t used performance evaluations in over ten years. The former CEO had willy-nilly promoted some, while not promoting others. Few in leadership had real management or leadership skills. Poor performers were allowed to stay. Poor behavior wasn’t addressed. Things had been on autopilot for over ten years and their revenues were showing it.
It’s been an incredibly busy time for my team and I recently as several clients are at some phase of their strategic planning efforts. Either they are gearing up for their planning retreats, they are working to implement their new plans, or they are identifying areas of their current plans that need modification. No matter which phase they are operating in, there is excitement, anxiousness, and yes, confusion. And, most of the excitement, anxiousness, and confusion are caused by the leaders.
In facilitating a client’s strategic planning retreat recently, one the the board members, known for having a healthy ego, kept pushing for a legacy event that would carry his name. This board member was more concerned with having his name on something than on developing or providing a valuable service to their members. As he started to pressure others to support his wishes, I asked, “What’s a greater legacy: Developing the one-time event you’ve been discussing — or — creating a program that will help drive your organization forward while benefiting thousands over the next several years?” No one needed much time to identify the answer.
As I finished a client’s strategy session report this morning, I kept thinking about how the CEO has changed over the past five years since we last worked together. He’s still brilliant, tenacious, out-spoken, aggressive, driven, blunt, and not politically correct -- Can you see why I like him? Yet he’s changed. He’s no longer afraid to laugh. And that change has caused a huge shift in how he and his senior staff interact, plan, work, produce, profit, and succeed.