He related how the performance of such CEO's are consistently below his expectations - because of their outstanding success at GE, IBM, Goldman Sachs, etc. So what is the solution [besides lowering expectations]?
A sample of CEO's interviewed suggests we should pay attention to:
- More targeted interviewing around "success factors" specific to what is required of leadership to achieve in the given company
- Identification of potential weaknesses during the interview process - that can be a focus of future coaching when joining the new firm
- A structured on-boarding process that helps the newly landed executive develop trusting relationships before invoking change initiatives; structured dialogue around style and expectations of both the new executive and his/her team
- Focus on the skills to change the company's culture to better support execution of strategy
- Frequent feedback around progress, not only of goal achievement, but of the leadership required to accelerate achievement
One of the biggest barriers to a leader's success that I have observed involves the PE operational executives who either turnover an executive too quickly (and repeat the same problems of hiring and on-boarding) or their pride prevents them from asking for help at the first sign of leadership weaknesses that impact business results.
Coaching can make a difference but my personal preference is to help create the systems and skills that result in better interviewing-selecting-assimilation.
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