When the CEO senses that the culture is not what it needs to be, and/or morale is low, we often act as an independent and unbiased set of eyes and ears for the CEO. We tend to listen and inquire first so we can present our outside opinion of the real state of affairs, and what actions the CEO must take to improve the situation. We do not look at this from an HR/organizational development- centric view. We look at it from the CEO’s seat.
Loyalty to your employees is admirable, particularly when they’ve served the company well. But what happens when their performance slips? Do you have the toughness to put company loyalty first?
High maintenance employees sap all the energy from team and upper management. Here are some examples of the breed and suggestions for resolution of the problem.
E-mail is a great convenience, but it’s completely one-way. This can create havoc in your business infrastructure. Here are some of the biggest e-mail mistakes, most of which can be avoided by the original and most powerful form of communication.
What would you reveal about the future direction of your company or a specific employee? If big changes are in the wind – M&A, reduction in force, or outright sale – here are some specific suggestions on how the CEO and their top team should deal with disclosure.
Debates are necessary tools, but ultimately decisions must be made. Debates without decisions send your team round and round in circles. Here are the three most common manifestations of this distraction and four strategies for mitigation.
What could ever be wrong with a strong, growing top line? What would be wrong with running a lean company? The answer: Too much work to do and not enough people or resources to execute it well.
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