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keeping each other honest in the business world! 

By  bem_admin

A new study shows that CEOs are doing a lousy job when it comes to people management. The study, focussing on C-suites and corporate boards, found that both CEOs and boards are overly focused on the bottom line, at the expense of mentoring and engaging their boards. Let’s face it – when we speak of succession within the top ranks of corporations, how many CEO’s have evolved from an HR background? Perhaps we may see VP of HR become CPO (Chief People Officers) yet few become CEO’s. Why is that? Are people not an equal part of the business?

keeping each other honest in the business world!

introduction

A new study shows that CEOs are doing a lousy job when it comes to people management. The study, focussing on C-suites and corporate boards, found that both CEOs and boards are overly focused on the bottom line, at the expense of mentoring and engaging their boards. Let’s face it – when we speak of succession within the top ranks of corporations, how many CEO’s have evolved from an HR background? Perhaps we may see VP of HR become CPO (Chief People Officers) yet few become CEO’s. Why is that? Are people not an equal part of the business?

If you consider Richard Branson’s Plan B exercise, perhaps the new way of doing business that prioritizes people and planet alongside profits will not need one CEO but three. Or could we be dreaming to even suggest that all people in the organization would be playing from such a place of responsibility that they all could be considered as CEO’s?

In the light of the statement, ‘people join organizations but leave managers’, would it be wise to add a dose of ‘restructuring’ to the mix? Does it have to be black and white that the CEO is right or wrong or even effective or ineffective, or rather why not consider allowing strengths to be placed where they can be maximized! For example what could happen if the CEO had an HR Business Partner with people strengths placed at the same level of the organization, so both business and people strengths are represented at all times. ‘Good cop bad cop’ scenarios could be played out between the two individuals, allowing both perspectives to be maximized. Other benefits may reign supreme too through this process, such as the HR Business Partner may be stretched to translate people activities into business initiatives whilst the CEO may be stretched to provide reason for results which may be at the expense of those achieving them.

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In the words of Gallup: Do we have the opportunity to do what you do best every day? Chances are, we don’t. All too often, our natural talents go untapped or are placed in an effective job role. Is it time to keep each other honest, play to our strengths and maximize for everyone’s equal gain?

Debbie Nicol, Managing Director of Dubai-based ‘business en motion’, and creator and author of the ‘embers of the world’ series, is passionate about change. She works with both traditional and contemporary toolkits that move businesses and executive leaders ahead, whilst working on leader and organizational development, strategic change and corporate cultures.

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Debbie Nicol

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