I vostri collaboratori sanno il massimo?

10 febbraio 2012 § Lascia un commento

Vi lascio a questa interessante lettura che esplica chiaramente quanti si pensi all’oggi e ai problemi di tutti i giorni e non all’evolversi delle situazioni.
Inoltre, le interviste fatte ai diversi CEO, dimostrano quanto non sia reale quanto dicono, altrimenti non esisterebbe la consulenza e il coaching, cosa che in questo momento si sta evolvendo in maniera forte.

At the World Economic Forum last week, I attended a small dinner that included eight Nobel Prize winners. What a privilege in itself.

The question the Laureates were asked to address was “What do you see as the world’s biggest challenges?” They facilitated conversations at each table, and at the end, each of them reported out.

Their suggestions included overpopulation, unemployment, the environment, and inequality. Each of the Nobel winners was eloquent and wise about these issues, but the reality is that the challenges are familiar, and they’re getting worse, not better. The common denominator among all of them is that they are problems created by humans. So why can’t we humans solve them?

The most basic answer is that we don’t make a connection between our current behavior and its future consequences. As Muhammad Yunus, the Bagladeshi economist, put it, “Leaders don’t have time for the future because they’re too busy with the present.”

The more primitive parts of our brain conspire against our thinking about the future. Our amygdala is designed to be hyper alert to signs of threat, but only immediate threat. At the same time, we’re powerfully pulled to immediate gratification, even if it’s undermining our own long-term well-being.

As the wonderfully gentle and self-effacing astrophysicist and two-time Nobel Prize winner Saul Perlmutter put it, “We’re limited by being human. We want results fast, and we discount the future.”

Consider, for example how this applies to companies and their employees. The factual arguments for investing in employee well-being — so that people can bring more of themselves to work every day — are now overwhelming.

A meta-analysis of existing research, conducted by three Harvard researchers, found that the savings from wellness programs in organizations averages $3.27 for every dollar spent. That’s true even though the quality and depth of many such programs is still very limited.

At one point during a Davos session last week, I asked more than a half dozen CEOs at a discussion I was leading, “Do you believe that your employees perform better if they’re happier and healthier? The unsurprising and unanimous answer was “Yes.” Then I asked the CEOs, “If that’s the case, how much time, energy and money do you invest in insuring that your employees are healthier and happier?” Nearly all of them agreed the answer was very little.

The value of investing money and time in taking care of employees, rather than simply trying to get more out of them, can seem hard to measure. Also, because it doesn’t produce instant results, it may seem at odds with the urgent aim of getting more done, faster, right now.

When we’re run by the more primitive parts of our brain — and we are far more often than we recognize — we become myopically short-term in our perspective.

So what’s the antidote? It’s to rely more on our pre-frontal cortex, which allows humans alone to imagine the future consequences of our actions. Too often, instead, we use our pre-frontal cortex after the fact, to rationalize and minimize our short-term and ultimately self-defeating behaviors.

We don’t lack for potential solutions to our problems so much as we do the willingness to intelligently sacrifice in the short term, in the service of generating more value in the long term.

To do that, we need to learn to better regulate our emotions, which begins with gaining more control of our attention. That’s the next great evolutionary leap, and it’s on the horizon.

The most interesting conversations I had at Davos were with two neuroscientists — Richard Davidson of the University of Wisconsin and Tania Singer of the Max Planck Institute — and one of their experimental subjects, the French Buddhist monk Matthieu Ricard.

Through their research, both Davidson and Singer have demonstrated that our brains have extraordinary plasticity. It’s possible, they’ve found, for human beings to systematically train the regulation of negative emotion and to increase our capacity for calm reflectiveness in the face of high stress. MRI scans can measure, for instance, brain activity associated with empathy and compassion — and people can cultivate those attributes through deliberate practice. Mathieu Richard, who runs 110 humanitarian programs around the world, has done precisely that.

Our own work at The Energy Project focuses on helping individuals and organizations institute highly specific rituals — behaviors and practices that eventually become automatic and serve sustainable well-being and effectiveness.

We can learn to be far more conscious and intentional in our behavior, and less self-centered and short-term in our perspective. Doing so requires deliberate practice.

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I primi 100 giorni da CEO

8 febbraio 2012 § Lascia un commento

I primi 100 giorni di un CEO o COO (oserei dire), come in politica sono i giorni in cui si esegue il cambio di rotta, e vengono intraprese le nuove scelte e/o decisioni. Ma non sempre, questi 100 giorni sono decisivi e i più facili, ecco quindi di seguito cosa può accadere e come gestire le attività

It’s tough at the top and getting tougher. CEO turnover in medium and large U.S. companies is speeding up: Today CEOs last just six years on average, down from eight years a decade ago. More than 15% of current CEOs are freshmen. Starting off on the right foot is crucial, especially during “the first 100 days,” when new top executives are under intense scrutiny to prove they’re equal to the job. Unfortunately, the 100-day strategy has fallen victim to several myths that make it more difficult for leaders to lead.

MYTH #1: New CEOs should look outward and move quickly, rapidly inspecting personnel and procedures and identifying shortcomings in order to “sort out the mess.” One CEO, newly installed in an ailing industrial goods company, wasted time investigating and disparaging his predecessor. After a year of “I’m-not-the-other-guy” leadership, this executive hadn’t stamped his own identity on the business or made any distinctive decisions.

FACT: New CEOs benefit from introspection, not just inspection. They should reflect on their leadership style in order to adapt and harmonize with the company. One CEO, for example, excelled at communicating to small groups, delegating and team-building. Because he initially concentrated on assembling a strong team and personally communicating with them, he was able to develop a firm launch-pad for a variety of initiatives aimed at transforming the company.

 

MYTH #2: New CEOs should make an impact as soon as possible, notching up some “quick wins.” Consider one American executive who took over a foreign-owned manufacturing company. Without pausing to fully appreciate the company’s culture, ownership structure and tolerance for change, he developed a turbo-charged reorganization and growth plan. The Board of Directors rejected it, forcing him to backtrack, rebuild credibility and endure increased scrutiny.

FACT: New CEOs should find out what makes a company tick and work with this reality to achieve goals. In this spirit, the CEO-elect of an established media company devoted eight months prior to her accession to soliciting the views of stakeholders and identifying areas of future innovation and growth. After taking office and completing her review, she assembled her team. Her patience and precision instilled confidence, enhanced morale, and was rewarded with impressive growth.

 

MYTH #3: New CEOs should establish their executive team by recruiting the ablest functional and line leaders. One over-enthusiastic food company CEO established a team of outstanding executives, only to find that it wasn’t a team at all, but rather a group of individuals with divergent and conflicting approaches. His role became that of compromise-seeker and peacekeeper, not leader.

FACT: “Teamability” may be more important than individual ability. New CEOs should look for team players, rather than individual superstars, when they establish the inner circle. A top talent who can’t work effectively with colleagues is a liability, not an asset.

 

MYTH #4: New CEOs must promptly define and communicate performance metrics. An incoming CEO of an entertainment company, eager to secure first-mover advantage, instituted an ambitious growth strategy and set specific targets for managers. The board, concerned he had taken his eye off the core business, forced him to start again.

FACT: Before defining standards and evaluation criteria for others, new CEOs should first establish and communicate how they themselves will be evaluated.

 

MYTH #5: New CEOs must strive to be the smartest person in the room; you’re the chief, right? After a healthcare executive was promoted over longer-serving colleagues, he took a crash course in their fields of expertise. Whenever they made constructive suggestions, he knew better. Except, of course, he didn’t, and he suffered for it.

FACT: Omniscience is unattainable and does not guarantee great leadership. Smartness is helpful, but so are humility and inquisitiveness. The new CEO of a financial services business, an outside hire, studied just enough to ask the right questions. He acknowledged and deferred to those with superior expertise, but knew enough to challenge easy assumptions. This enabled him to slowly reset the organization’s goals, with his senior colleagues firmly on board.

Perhaps the most dangerous myth of all is that a new CEO’s worth can be judged in the “first 100 days.” That’s often not the case. New CEOs need to maximize job preparation through research, consultation and introspection. They need to listen to others, seek impartial, external counsel who can discuss the un-discussable, and differentiate between self-interested counsellors and the advice of team players. The most successful CEOs are not always the leaders who are most knowledgeable and decisive. Often they are the leaders who create the best teams, inspire peers, and set a coherent vision in keeping with the organization’s mission.

Aspetti base per essere un CEO

26 ottobre 2011 § Lascia un commento

Al giorno d’oggi non vi sono periodi tranquilli, in cui si possa procedere con calma e prendere tempo, i leader di oggi sono presi dai continui cambiamenti esterni che richiedono cambiamenti interni al fine di poter rimanere in corsa; uno studio dimostra che la maggior parte delle aziende nate nel 1955 è sopravvissuta fino al 1990; dal 1990 al 2004 solo un terzo delle stesse è rimasta sul mercato, questo ci comprendere come il nostro Mondo è cambiato e come continua a cambiare

I leader di oggi devono guidare la loro nave in un mari dove le onde raggiungono i 40 piedi, oceani sempre meno tranquilli, tenendo sempre compatta la squadra, in modo da poter affrontare le difficoltà, mantenendo un supporto efficace e in grado di gestire lo stress.

Raccogliendo informazioni sul web e da diversi libri, sorgono importanti elementi di comunanza tra i diversi CEO presi in considerazione, ed è emerso che vi sono diversi  elementi distintivi, indipendentemente dal settore.

Per prima cosa, in tutti i leader presi in considerazione tutti hanno una forte capacità di gestione dello stress, e hanno una importante considerazione dei loro collaboratori, in quanto parte del sistema che li porterà a far crescere l’azienda

Per eseguire il loro meglio in un’atmosfera turbolenta di oggi, i leader devono possedere questa serie altamente inusuale di tre tratti che spesso sono in contrasto con il naturale comportamento umano. Questi attributi sono catalizzatori dei CEO migliori del mondo – e, insieme, si sommano a una nuova definizione di leadership:

Realistico ottimismo. I leader di questo in possessodi questa caratteristica hanno una grande fiducia senza però tramutarsi in auto-illusione o irrazionalità. Perseguano obiettivi audaci, che gli altri in genere vedono come impossibili, rimanendo allo stesso tempo consapevoli della portata delle sfide e delle difficoltà che attendono loro.
Sottomissione allo scopo. I leader con questa abilità vedono il loro obiettivo professionale in maniera così profonda che le loro vite vengono misurate in termini di valore rispetto a quanto contribuiscono a promuovere tale obiettivo. Per di più, devono perseguire un obiettivo professionale per trovare uno scopo per vivere. In sostanza, questo obiettivo è il loro padrone e la loro ragione d’essere. Non rimuginare sul loro scopo, perché la loro mente trova soddisfazione nella sua occupazione e con iln raggiungimento dell’obiettivo.

Trovare ordine nel caos. I leader in possesso di questa caratteristica assumeno problemi multidimensionali, e la loro capacità di fare chiarezza su dilemmi che gli altri non riescono ad affrontare rende prezioso il loro contributo.

Sulla base di quanto detto sopra nessuna organizzazione dovrebbe assumere o promuovere il lavoro di un leader se non in possesso della suite completa; un leader d’oggi deve avere questo tipo di caratteristiche.

La buona notizia è che queste tre funzioni possono essere apprese, e le persone possono cambiare. Con l’apprendimento di questi attributi, è possibile venirne a conoscenza e scegliere di costruirli in se stessi e questo può aiutare a tirare fuori il meglio si se nelle attività che si conducono.

Una vera leadership è ricorsiva: E ‘un processo continuo che inizia con un leader il quale trasferisce a tutte le persone le sue caratteristichesi; di fatto la ricerca ha dimostrato che i migliori leader lavorano con le persone che si spingono a cercare il loro potenziale mutuo massimo insieme, al fine di co-creare il loro successo.

Siamo tutti nati con il bisogno innato di trionfo, ma non è innata la consapevolezza delle necessità che ne derivano e da come. E’ il leader che deve creare un ambiente di lavoro in cui ogni dipendente può sperimentare la profonda soddisfazione di trionfare nel perseguimento di un obiettivo meritevole.

I leader hanno la responsabilità di aiutare la loro gente a girare  l’interruttore dell’impegno verso la realizzazione del loro potenziale come esseri umani. Quando i leader creano un contesto in cui le persone sono volte a realizzare le proprie potenzialità, vanno a creare così un circolo virtuoso che suscita nelle persone un senso di gratificazione, che permette di superare sfide importanti, alcune volte considerate impossibili.

Un leader in grado di creare una organizzazione che sfrutta la massimo sforzo e la resilienza di tutti i dipendenti, in un ambiente aziendale odierno di sempre crescente concorrenza, permetterà all’azienda di sopravvivere nel tempo.

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