So, then, cease struggle!

Performance Reviews stop focusing on ‘getting better’ at those skills which are not their natural ‘A’ set. More, they help them focus on what they are great at, leveraging their abilities to organisations best value.

And, hey, guess what, by doing this, they feel better, get much more of a buzz and their performance is elevated even more. It’s like an upward spiral. When this is happening across business, fabulous results are achieved.

There is less struggle and dread of their reviews – less time wasted and individuals valued for what they are – individuals and celebrate their unique skillsets. So, how to cover bits that aren’t too hot? The best discover coping strategies with supporters around them, some delegate, some hire support. In fact, they often partner up with one or a number of colleagues who can deliver well, their own ‘Achilles Heel’ skills.

Look around, many CEO’s have great support executives, who often complement their skill strengths. (Often 'Finance Guy' who is keeping a tight rein on creativity of CEO - i.e. a reality check :-)) Focusing on what they do well, and getting others around them to do what they do well makes for much more effective and enjoyable working. Together with exceptional results - of course!

And it is such a release.

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

(1) Be aware of crucial differences between autocratic leadership and 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 for company's results and poor at promoting welfare of people who must achieve those results.

The new leaders, on 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 promoting well-being of people who must achieve results. They listen well. They have courage to allow others to fail. They challenge people to be better than they think they can be. They are continually enhancing leadership skills of others. And they understand that rewards and punishments are lowest forms of leadership.

(2) By all means, don't hire autocrats. Select CEOs who are skilled in new leadership. This means taking great pains in 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 out 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 on state of company, they must also report on "state of leadership" -- showing how leadership is getting results and how leadership capabilities and responsibilities of their senior leaders, middle managers and small-unit leaders are being constantly upgraded.

Autocratic CEOs are maestros at getting wrong results or right results in wrong ways. Boards who bring them on buy a ticket to ride on spiral of doom.

The time is now for boards and CEOs to get off ride and bring in CEOs who recognize that 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.