Ceos And Boards Are Locked In A Spiral Of Doom

Written by Brent Filson


Summary: The relationship between boards of director and CEOs are vital torepparttar well-being of any company. Many boards and CEOs misunderstand that relationship and so are locked into a "spiral of doom." The author describesrepparttar 103004 spiral and ways to stop it.

CEOs And Boards Are Locked In A Spiral Of Doom

by Brent Filson

American CEOs are dropping like flies. Boards, armed with new federal rules and stock exchange requirements coming inrepparttar 103005 wake ofrepparttar 103006 corporate scandals ofrepparttar 103007 past few years, are getting rid of underperforming CEOs at record rates. This trend is allrepparttar 103008 more notable because it's happening during an improving economy and stock market.

However,repparttar 103009 real reasons forrepparttar 103010 CEO bloodbath are being overlooked. Analysts pinrepparttar 103011 bloodbath onrepparttar 103012 CEOs. But it's not justrepparttar 103013 CEOs who are failing. Boards are failing too. Working with thousands of leaders worldwide for more than twenty years, I've learned that there is a "spiral of doom" inrepparttar 103014 relationship between many company boards and their CEOs. Most boards are clueless as to what leadership skills are needed for CEOs to succeed. So they hire clueless CEOs. Clueless boards hiring clueless CEOs -- it'srepparttar 103015 classic spiral of doom.

The reason boards and CEOs misunderstand leadership is that recently there has been a tectonic shift in leadership skills CEOs need to succeed. Inrepparttar 103016 80s and 90s,repparttar 103017 autocratic CEO reigned supreme. Many companies were like slow-moving ocean liners with autocratic captains giving orders to mates and mates giving orders torepparttar 103018 crew. But todayrepparttar 103019 combination of globalization and new, differently-manageable generations coming intorepparttar 103020 workforce is creatingrepparttar 103021 need for new kinds of leadership. CEO leadership is no longer like piloting an ocean liner but like white water canoeing that calls for flattened organizations that can change rapidly and accurately, decentralized decision-making, motivated employees, and inspiring relationships.

The era ofrepparttar 103022 autocratic leader is over. Yet most boards know no other way of leadership but autocracy.

Here are three things boards and CEOs can do together to stoprepparttar 103023 spiral of doom.

(1) Be aware ofrepparttar 103024 crucial differences between autocratic leadership andrepparttar 103025 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 103026 company's results and poor at promotingrepparttar 103027 welfare ofrepparttar 103028 people who must achieve those results.

A noble cause with profit too.

Written by Ms.Lakshmi Devi


What started out, as an export of hand-woven fabric and bed linen torepparttar United States, with special customers, like exclusive boutiques is today Kalpa Druma -repparttar 103003 one place you'd go to for quality handicrafts. Fromrepparttar 103004 States, we went to Australia, New Zealand andrepparttar 103005 United Kingdom. It was only in 1994 that retail operations began with Kalpa Druma, by sourcing handicrafts from all overrepparttar 103006 country for a niche people. The specialty of Kalpa Druma is that we have crafts from all over India, from every nook and corner. Every season we come out with something different and new. We have designers working with us and we work with very specialized craftsmen, about 150 of them. Soon we diversified into home textiles.

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