By Steve Sheils
Implicit in past writings about Dysfunctional Senior Management Teams (SMT) were the key skills of a CEO and that building an effective and healthy SMT, requires the CEO to expel self-serving leadership tactics and to aggressively adopt and drive a servant leadership point of view throughout the organization.
Consider the Theory of Business that a progressive CEO / Owner signs up for.
* What’s our mission?
* What are our competencies?
* Who are our customers and non customers?
* What do we consider results for the enterprise?
* What does our operational theory consist of?
* What is the focus of Senior Management for opportunities and innovation?
Of course the new CEO has investigated how the investors and shareholder define “creating Shareholder value” and assess financial performance, the strength of the SMT and business processes, competitive threats, market opportunity, cash flow and so on…
From the company’s side however, the CEO’s leaderships style is just as important.
CEO personality and leadership style can be as much based on the assignment as it is on the Theory of the Business as explained in the book “The Leader of the Future”.
1. The Theory of Business is the staring point for setting objectives. Managing By Objectives (MBO) is a well defined method of setting objectives to achieve the mission – short and long term. MBO’s bring together aspects of executive leadership and management. MBO’s embody practices that supports and facilitates teamwork. Communication – up – down and sideways is essential in accomplishing objectives. MBO’s require self control and must achieve alignment between individual needs and the goals of the organization.
2. It is the role of the CEO Executive to organize the above and unquestionably, these organizing efforts require sharp analytical skills. Let’s agree that “decisions, relationships, classifying activities and getting these activities happening in efficient, client facing ways while making suitable profit is difficult.
3. Managers regardless of seniority, require effective social skills, to establish trust with his / her teams. A balance between offering mentoring and education while measuring performance and balancing the needs and merits of the individual within the organization can be challenging.
A favorite leadership style of mine is based on “follower-ship”. Not “follow me and let’s take that hill”. But a leadership style that embodies competent, confident, selfless, tough, determined and principled leaders who believe in positive mentoring of their staff. Changing a company to meet a new challenges is everything about people.
In business, tactical visioning is about change and excellence while considering the associated risks. Those that lead change are the visionaries and must be bold enough to be organizationally agile and decisive.
In this economy you can either lead change or have it thrust upon you. AND, if you dislike change, you just might dislike irrelevance even more.
Think of profit like applause – the noise your company makes when it’s working seamlessly.
There is a broad a mosaic of winning leadership styles. Hopefully your CEO exhibits one of them.
Steve Sheils is the CEO of Authentic Vision for Change. Steve’s passion is helping companies make the difficult decisions required to achieve profitable growth in this tough economy. He can be reached at 416-819-2004 or by emailsteve@sheils.com. Visit www.authentic-vision.com.
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