The Positive Leadership Blog has been recognised as a Top 50 Leadership Blog by the number of pages indexed by Google and as one of the Top 100 Most Socially Shared Leadership Blogs of 2013.
Positive Leadership has also been recognised as a Top 50 Leadership Expert to Follow on Twitter.
Follow us on Twitter @posleadership
LEADERSHIP IS A PROCESS OF SOCIAL INFLUENCE, WHICH MAXIMISES THE EFFORTS OF OTHERS TOWARDS THE ACHIEVEMENT OF A SHARED GOAL.
Tuesday, May 17, 2011
What do you wish you’d done differently when you first became CEO?
When asked this question, most CEO's will answer, “I wish I’d moved faster on talent decisions.”
Why? Because often their instinct tells them that the people are not aligned properly with the needs of their roles, and that the roles are not aligned with the business needs that are driven by the organisation’s new vision. But there may be fear about sending disruptive signals by making dramatic changes, and by making them quickly.
And yet, upon reflection, that is almost always what they wish they’d done.
We believe that by doing the following seven things it is possible for CEOs and other C-suite executives to address talent alignment issues in a proactive and positive way, so that the organisation is galvanised for forward movement toward its vision as quickly as possible:
Make managing and growing your talent a top priority. This means making it one of the top three items in every staff meeting and every strategy discussion.
Communicate openly about the importance – and the benefit to everyone in the company – of having positions aligned with the vision and strategies of the company, and of having the right people in those positions.
At the same time, be committed to finding roles for the current employees that best align with their strengths, and thus “set them up” for success.
Be open about your willingness to work with employees who may be in positions that are not a great fit – to help them via coaching or mentoring – so that both they and the company are better off because of the process.
Make sure that talent decisions align with the values of the company. Top performers that disrespect others and play by their own rules – and may have been allowed to do so under previous leadership – must be dealt with because of their impact on the organisation’s culture.
Remember that everything communicates. Not addressing talent issues of non-performance speaks volumes.
And remember the power you have to communicate, through words and actions, a genuine desire to see everyone succeed – and to mean it.