CEOs And Boards Are Locked In A Spiral Of Doom

Written by Brent Filson

Continued from page 1

Here are three things boards and CEOs can do together to stoprepparttar spiral of doom.

(1) Be aware ofrepparttar 119418 crucial differences between autocratic leadership andrepparttar 119419 new leadership. It's easy to spot autocratic leaders. They come with a "my-way-or-the-highway" attitude. They're long on order-giving and short on listening, great at micro-managing and poor at motivation, great at caring forrepparttar 119420 company's results and poor at promotingrepparttar 119421 welfare ofrepparttar 119422 people who must achieve those results.

The new leaders, onrepparttar 119423 other hand, ask a lot of questions. They consult with people rather than command them. They have a passion not only for achieving results but for promotingrepparttar 119424 well-being ofrepparttar 119425 people who must achieverepparttar 119426 results. They listen well. They haverepparttar 119427 courage to allow others to fail. They challenge people to be better than they think they can be. They are continually enhancingrepparttar 119428 leadership skills of others. And they understand that rewards and punishments arerepparttar 119429 lowest forms of leadership.

(2) By all means, don't hire autocrats. Select CEOs who are skilled inrepparttar 119430 new leadership. This means taking great pains inrepparttar 119431 interview process to have candidates talk about their leadership philosophy, ways they have manifested that philosophy, and ways they intend to manifest it as a CEO.

(3) Continually monitor and evaluate CEOs on how they're carrying outrepparttar 119432 new leadership activities. Boards and CEOs must put into place comprehensive and systematic leadership processes. They must hold themselves accountable for those processes. Board meetings must be consistently devoted to leadership issues. When CEOs report to boards onrepparttar 119433 state ofrepparttar 119434 company, they must also report onrepparttar 119435 "state of leadership" -- showing how leadership is getting results and howrepparttar 119436 leadership capabilities and responsibilities of their senior leaders, middle managers and small-unit leaders are being constantly upgraded.

Autocratic CEOs are maestros at gettingrepparttar 119437 wrong results orrepparttar 119438 right results inrepparttar 119439 wrong ways. Boards who bring them on buy a ticket to ride onrepparttar 119440 spiral of doom.

The time is now for boards and CEOs to get offrepparttar 119441 ride and bring in CEOs who recognize thatrepparttar 119442 best leadership is not about what leaders do to people but what they do with people.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at

Managing Change - Get it Right

Written by Martin Haworth

Continued from page 1

This will give everyone a clear view of howrepparttar process will work and what needs to be done when. Time taken in this planning stage cannot be overdone andrepparttar 119417 change management team will need to work in a focused way, to deliver a credible plan. Double-check that everything has been thought of, because it probably still won’t have been.


If multi-site, this all needs to be co-ordinated on a macro level with each site working torepparttar 119418 same plan.


The point of delivering a coherent and researched plan is not simply forrepparttar 119419 protection ofrepparttar 119420 organisation. It is much more efficient and enablesrepparttar 119421 organisation to recover more quickly after significant change has happened. Individuals, too, are protected technically and it is possible to have as good as and even better relationships withrepparttar 119422 individuals concerned, when they are dealt with fairly and openly.

Managing change to involve your people and treat them as well as possible is a doable process. It isrepparttar 119423 role of management to manage and get it right first time - it's what they are paid for. Then successful outcomes will result andrepparttar 119424 organisation can move on from a potentially challenging time.

© 2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, (Note to editors. Feel free to use this article, wherever you think it might be of value - with a live link if you can).

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