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Article
Publication date: 9 October 2017

Suzanne Bates and Andrew Atkins

A 100+ year old organization was facing an enterprise-wide, multi-billion dollar transformation. A new, cross-functional team was brought together to spearhead this change, but…

996

Abstract

Purpose

A 100+ year old organization was facing an enterprise-wide, multi-billion dollar transformation. A new, cross-functional team was brought together to spearhead this change, but faced challenges because of organizational siloes and lack of cross-functional communication. Following an in-depth assessment of the leadership team’s behaviors and their leadership presence, the president realized the team would need to change their communication strategies to drive the transformation.

Design/methodology/approach

Each leader was assessed using a research-based model of executive presence, the ExPI™, which is designed to measure specific behaviors of executive presence and leadership communication; the qualities of leadership that engage, align, inspire and move people to act. The team developed a “profile of success” highlighting their desired future state as a team, and compared that with the collective data on their strengths and gaps as a team. The comparison and insights from the comparison formed the roadmap for improving their behaviors as a team.

Findings

The leadership team ultimately became champions for the enterprise-wide change by improving communication streams and winning buy-in from their own teams and other stakeholders critical to the change. They’ve transitioned from seeing their role as protecting their vertical siloes to connecting their functions into a horizontal, integrated pipe that delivers fast, seamless value to the company and the customers.

Originality/value

This case study highlights the importance of creating culture change through leadership behavior. When an organization is faced with high-stakes transformation, change ultimately starts at the top. Leadership teams who invest in the hard work of changing their siloed actions, and hold themselves accountable for a new way of working, will be able to drive change more effectively and more quickly.

Details

Strategic HR Review, vol. 16 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

Available. Content available
Article
Publication date: 17 February 2012

Suzanne Bates

514

Abstract

Details

Strategic HR Review, vol. 11 no. 2
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 16 March 2010

Suzanne Bates

The purpose of this paper is to reveal survey findings on the impact of trust and consider how to rebuild trust in organizations.

4341

Abstract

Purpose

The purpose of this paper is to reveal survey findings on the impact of trust and consider how to rebuild trust in organizations.

Design/methodology/approach

Recent survey by Bates Communications, Inc. of 148 business professionals.

Findings

The clear number 1 issue emerging from the downturn was executives' ability to rebuild trust with employees, clients, and customers. Data from our survey showed that this recession caused significant damage to business relationships, damage that must be repaired if many companies are to move forward and take advantage of the opportunities of the rebuilding economy.

Research limitations/implications

In addition to our own survey, other studies have corroborated our results. According to the 2009 Midyear Edelman Trust Barometer, trust in business continues to be the issue starkly revealed in its January 2009 report that had reported a devastating loss in trust in the private sector. In the Midyear survey, when asked what companies could do to rebuild trust in the long run, 94 percent of respondents listed “treating employees well” as job one. Not far behind was “communicating frequently and honestly” for 91 percent of respondents.

Practical implications

Companies must take initiative to rebuild trust in their organization.

Original/value

This paper is of great value to CEOs and C‐level executives. They must own the trust issue in their organization.

Details

Business Strategy Series, vol. 11 no. 2
Type: Research Article
ISSN: 1751-5637

Keywords

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Article
Publication date: 22 May 2007

Suzanne Bates

Effective communication through public speaking is an essential skill for executives, and this article explains how to avoid the top eight mistakes that people make when in the…

2486

Abstract

Purpose

Effective communication through public speaking is an essential skill for executives, and this article explains how to avoid the top eight mistakes that people make when in the spotlight.

Design/methodology/approach

Based on the author's experience as an executive coach and former television news anchor, the article uses real‐life examples to illustrate the mis‐steps CEOs and other leaders have made in their public communications, and offers practical tips for how to avoid repeating these eight common mistakes.

Findings

The article presents practical ways to avoid eight common and preventable errors that leaders are apt to make in public speaking situations.

Practical implications

In addition to having business or technical skills, CEOs and other leaders must become masterful and effective communicators. This article explains how to avoid common errors in public speaking, and how to identify the lesson in every mistake. Effective communicators don't have to be perfect, but they must be prepared.

Originality/value

The article's value lies in its clear and practical tips that will help leaders handle the public speaking spotlight with confidence and success.

Details

Business Strategy Series, vol. 8 no. 4
Type: Research Article
ISSN: 1751-5637

Keywords

Available. Content available
Article
Publication date: 22 May 2007

351

Abstract

Details

Business Strategy Series, vol. 8 no. 4
Type: Research Article
ISSN: 1751-5637

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Article
Publication date: 11 January 2011

David Casullo

This paper is intended to inform the reader of the author's expertise.

1257

Abstract

Purpose

This paper is intended to inform the reader of the author's expertise.

Design/methodology/approach

The author's opinion is based primarily on 27 years of leadership and executive leadership development in the business realm and over five years of related practical research.

Findings

Only leaders with demonstrated ability in key areas and a desire to learn can be significantly developed.

Practical implications

Leadership development and succession planning should focus on correctly identifying leaders as a first priority.

Originality/value

The paper serves as a reminder to executives and HR leaders charged with the responsibility of identifying and developing leaders for the future of their organization.

Details

Business Strategy Series, vol. 12 no. 1
Type: Research Article
ISSN: 1751-5637

Keywords

Available. Content available
Article
Publication date: 9 October 2017

Javier Bajer

323

Abstract

Details

Strategic HR Review, vol. 16 no. 5
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 8 July 2014

M.S. Rao

– The purpose of this study is to stress the need for continuous learning and constant feedback to help people develop as leaders.

644

Abstract

Purpose

The purpose of this study is to stress the need for continuous learning and constant feedback to help people develop as leaders.

Design/methodology/approach

The study equips Chief Executive Officer (CEO) coaches with tools to build leaders who will become ladders for others. In addition, it considers examples of leaders, including Mahatma Gandhi.

Findings

The study emphasizes the importance of continuous learning and constant feedback, which it covers from the perspective of executive coaching and education.

Practical implications

It explains that open discussion between senior leaders and entry-level leaders can help ensure a seamless supply of leadership talent.

Social implications

The study claims that the findings can be applied in industry to build new leaders to replace those from the baby-boomer generation who are currently retiring.

Originality/value

The study lays the accent on feedback as a leadership-development tool.

Details

Human Resource Management International Digest, vol. 22 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

Available. Content available
Article
Publication date: 1 January 2008

Andreas Hinterhuber and Alfred O. Lewis

418

Abstract

Details

Business Strategy Series, vol. 9 no. 1
Type: Research Article
ISSN: 1751-5637

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Abstract

Details

European Origins of Library and Information Science
Type: Book
ISBN: 978-1-78756-718-4

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