A recent piece in Harvard Business Review asks, “Is CEO a Two-Person Job?” Once in a great while, the soulmate, mind-meld situation might exist in nature and perhaps a company will be better off for a short time if there are two leaders. With some good thought, the job of CEO can be structured like Goldilocks’ porridge; not too little, not too much.
Among top executives at companies with more than $500 million in annual revenue, 60 percent were more optimistic now than the start of the year about their three-year prospects. As much as COVID-19 changed how people work and how organizations invest in technology, companies are re-assessing their values and purpose. CEOs also are placing a greater emphasis on employee engagement and corporate culture in this new working reality.
In the business environment, having no skilled leader or facilitator is a surefire way to waste time and increase your failure rate. Talking about the objective(s), agreeing on responsibilities and rules of engagement, and getting to know one another seem ponderous, but I guarantee that this allows for faster and better results.
The more authority (really, power) you have, the more people want to please you. Even good-intentioned people. They’ll avoid upsetting you (in part because you control their paycheck), and they’ll tell you what they think you want to hear
Don’t let the pandemic go to waste. Capture the positive elements of decision-making that are delineated below and make them part of your operating system for good.
Regardless of how many Zoom cocktail hours you’ve held, that slight fluttering sound you hear might be the magic seeping out of your team. Broken leaders and dysfunctional teams must be reinvigorated to achieve success.
