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…
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.
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The purpose of this paper is to reveal survey findings on the impact of trust and consider how to rebuild trust in organizations.
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.
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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…
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.
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This paper is intended to inform the reader of the author's expertise.
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.
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Keywords
– The purpose of this study is to stress the need for continuous learning and constant feedback to help people develop as leaders.
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.