This month’s leadership quote:
“Decide democratically, implement dictatorially.”
—Peter Schutz, CEO of Porsche 1981-1986
This month’s leadership quote:
“Decide democratically, implement dictatorially.”
—Peter Schutz, CEO of Porsche 1981-1986
This month’s leadership quote:
“If you don’t like how things are, change it! You’re not a tree.”
–Jim Rohn
This month’s leadership quote:
“We make a living by what we get, but we make a life by what we give.”
–Winston Churchill
CEOs expressed record increases in optimism about economic prospects following the election. The Vistage CEO Confidence Index jumped to 105.2 in the Q4 survey, up from 91.4 in the 3rd quarter, and the second-largest increase since 2003.
The expected upsurge in business prospects have given a new urgency to finding, hiring, training, and retaining employees. This was the most significant and challenging issue voiced by CEOs in the latest survey. More than one-third of all firms expressed staffing and talent management as both their most significant current issue as well as their biggest challenge for 2017. Increases in investments and hiring represent a degree of confidence in the new president’s economic policies.
Q4 2016 Vistage CEO Confidence Index highlights include:
This month’s leadership quote:
“You control your future, your destiny. What you think about comes about. By recording your dreams and goals on paper, you set in motion the process of becoming the person you most want to be. Put your future in good hands – your own.”
-Mark Victor Hansen
If you haven’t tried this, perhaps 2017 is the time to start. Write down one goal or aspiration. Put it away somewhere and then remind yourself to look at it in June and again in December.
This month’s leadership quote:
“Progress lies not in enhancing what is, but in advancing toward what will be.”
–Khalil Gibran
This month’s leadership quote:
“Strive not to be a success, but rather to be of value.”
–Albert Einstein
As a Vistage Chair for over 10 years, I have been fortunate to work with many successful people. And to a person, the most successful by their nature, follow Mr. Einstein’s advice. It is part of who we are as human beings to want to add value. Those of us who make this our focus are destined to become successful.
This week’s blog post appears on Executive Street Blog. Please click this link to view it.
Every now and then, I have a conversation with one of the leaders I work with who is frustrated with a lack of compliance and accountability in their company. The leader will say something like this: “I told them exactly what I wanted. I explained the reason we needed to do it that way and I am still not seeing the results I want. What is the problem?”
When I point out that perhaps they need to allow folks to weigh in so that they can buy in, I frequently hear a sigh and expressions of more frustration. “Well, that’s just a waste of time,” they might say. Or, “Sometimes I am open to feedback. But sometimes there is a reason I want it done a certain way. I don’t want to waste time in meetings trying to convince everyone to just do it.”
At the other end of the spectrum is the leader who constantly strives for consensus. What I hear from this leader goes something like this: “When I want to implement a change, I ask everyone to weigh in. Then, if there is disagreement, we all meet and discuss it until we agree. If we don’t agree, we don’t do it.”
While there is certainly a place for each of these approaches, there is also a third option: negotiate. The leader who chooses to negotiate begins by understanding where “they” are coming from and what is important to “them,” so that they can turn the discussion into a “we.”
While all three approaches lead to a “yes,” the meaning of that yes can fall anywhere within the following five levels of agreement:
1. Acknowledge the idea
2. See value
3. Buy in
4. Qualified yes
5. Commitment
In my experience, except in an emergency, the first leader I described — the “dictator” — frequently gets only to level 1; thus, the reason for non-compliance. The second leader described — the “consensus builder” — may get to level 2 and 3 occasionally. More often, they either get to the point of watered-down action or no action at all. On the other hand, the third leader — a “true negotiator” — is likely to reach level 5 most often. This approach, like that of the consensus builder, admittedly takes more time at the front end.
Therefore, the questions to ask in each situation are: Is this an emergency? If so, dictate. If this is not an emergency, how important is it to reach true commitment?
Following six consecutive quarterly declines in confidence, CEOs finally recorded a small uptick in how they viewed prospects for the domestic economy as well as their own firm’s prospects. The Vistage CEO Confidence Index stood at 91.4 in the 3rd quarter 2016 survey, up from the three year low of 88.0 in the 2nd quarter, but still shy of the 96.3 recorded in last year’s 3rd quarter survey.
Robust gains in consumer expenditures were reflected in improved sales revenues and profits as well as planned increases in hiring. Uncertainty about future economic policies has made firms more cautious about investment expenditures, although they have not hesitated to add employees to take advantage of relatively strong consumer spending. Indeed, one-third of CEOs reported that finding, hiring, and training employees was their most significant challenge, mentioned twice as frequently as any other issue.
Below are some key highlights from the Q3 2016 Vistage CEO Confidence Index (all members surveyed):
For more details Vistage Confidence Index.
This month’s leadership quote:
“Our chief want is someone who will inspire us to be what we know we could be.”
–Ralph Waldo Emerson
Mr. Emerson sums up our job as a leader in this one sentence. If we find a way to be and do this one thing, the rest takes care of itself.