Chief Executive: Do You Seriously Consider Yourself to be a Leader?
when the executive directors are called on to make specific decisions in their own time, then time spent by the team together can be much more focused and entirely more productive.
It’s time that chief executives really stepped up to the plate and took ownership of the word “chief” in their title. If they seriously want to develop creative teams beneath them then they need to reassess their entire approach.
So much is expected of the chief executive in a high-performing company, but often the individual concerned is falling far short of the mark. It’s time that they assessed their qualities as a leader and took an entirely different approach to the way that they manage their teams.
For example, the chief executive of old would mistakenly assume that it was their job to manage the decision-making process when meeting with their immediate team. This is a mistake and not likely to foster the best outcome. Decisions should not be made during crucial get-togethers like this, but ought to be made by the appropriate executive director in a separate environment, outside of the team meeting.
Pete Ashby of asaLeader has seen many chief executives make this type of mistake, as part of an outdated approach to fulfilling their role. Ashby is adamant that when the executive directors are called on to make specific decisions in their own time, then time spent by the team together can be much more focused and entirely more productive.
When the team is inclined to get bogged down in the decision-making processes, notably steered by the chief executive, those crucial get-togethers are mostly wasted. This type of meeting should be devoted to making real progress and allowing the individuals gathered together to benefit from a true meeting of minds and a constructive gathering of ideas.
Ashby contends that truly performing chief executives need to spend some time before the main meeting with each executive director, going over the particular challenging issue in mind and helping prepare carefully. The team meeting should be used for the gathering of advice only, so the director in question takes full responsibility for making a decision thereafter.
Chief executives should imagine just how much more fruitful team get-togethers could be, when they’re not allowed to get bogged down with no direction. The directors gathered together are much more powerful as a team than they are individually and team time should be accounted for carefully.
When individual directors are instructed to make decisions they will take ownership and foster a culture of self-improvement, innovation and development.
Pete Ashby believes that there’s plenty of room for improvement when it comes to the subject of chief executives leading more creative teams. So much so that asaLeader is promoting a special event at St. George’s House, within the grounds of Windsor Castle, from Thursday, September 4 to Saturday, September 6.
Places are available at the Windsor Experience for £1,750, including the cost of accommodation, meals and drinks and further information is available from Ashby at asaLeader.
asaLeader is an organisation designed to support chief executives and top teams as they become top performers. Chaired by Roy Newey and directed by Pete Ashby the company provides seminars, coaching and online support for business leaders.
Contact Pete Ashby at: Pete.Ashby@asaLeader.com
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