![]() Yet people want to work for leaders who care enough to spend quality time with them because it makes them feel valued, appreciated and inspired. ![]() It’s certainly a big ask of any CEO: to be on time for meetings, to be fully present and to not act frantically hurried. The one thing that CEOs should never do is make people in their company feel as if they are “too busy” for them. Being ‘Too Busy’ To Be Present With Staff Loren Margolis, Training & Leadership Success LLCġ1. Ask them to agree to give you timely, direct, specific and constructive data. On a quarterly basis, ask for one or two things you could improve. They need to know that there won’t be retribution. Create a small network of trusted advisors who are comfortable speaking truth to power. Your subordinates are afraid of offending you or receiving blowback. Not Seeking Out Constructive FeedbackĬEOs don’t often receive constructive feedback. The CEO should always keep in mind where the business is going and share significant changes in goals with key staff. They tend to drift further away from the company’s original plans, which leads to missed goals and aimless work environments. Stuart Andrews, SMA ConsultingĬEOs are often entrenched in daily deliverables, building and revamping their business. Many times, organizations have too much noise that needs to be filtered out so that the CEO can focus on the key challenges and levers that will move the needle. It’s fundamental for the CEO to have the right trusted advisor to ensure that the expectations they have of their team and employees are realistic. Some CEOs don’t listen to the right internal and external advisors. It not only steals their precious time if they put their hands and eyes on everything, but it also drains the people who are responsible for the different things being micromanaged. Micromanaging At The Operational LevelĬEOs sometimes become too “hands-on.” They need to stay away from micromanaging, maintain a holistic and strategic view, and stay away from the details at the operational level. If you don’t demonstrate high-quality listening as CEO, you are not setting a good example. Listening is not only a tool to gather diverse perspectives about the organization and business, but also a skill you need in order to foster a culture of respect, trust, collaboration and psychological safety. The biggest blind spot I see in CEOs is two-fold: talking too much and not listening enough. Lillit Cholakian, NewGen Global Leaders A large part of communication is also pausing to listen to their employees’ feedback, ideas and concerns. Among other things, a company’s values, vision, changes and expectations need to be communicated constantly-both verbally and through action. Lacking Consistent And Clear CommunicationĪ lack of consistent and clear communication is one of the biggest blind spots many CEOs face, especially in our current hybrid work environment. Forbes Coaches Council is an invitation-only community for leading business and career coaches.
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