In order for growing midsized companies to avoid a customer experience meltdown, their leadership must plan and build leadership infrastructure. Without leadership infrastructure, growing companies can be victimized by their own success.
When moving up from executing tasks to managing others, leaders find themselves one step away from “the action” and risk becoming detached. Unless they get regular, honest feedback from their followers about their abilities as managers, leaders can’t expect to become stronger leaders.
Not holding teams accountable can stall strategic initiatives, produce backstabbing and even sabotage, and lead to the exit of talented and motivated executives. Here’s how you can introduce accountability in the workplace.
Robert was featured on Texas Business Radio’s National Advisor Showcase to discuss the unique skill sets and approaches required to keep midsized companies growing.
Click here to watch the broadcast.
New businesses that tap into large and severely under-met needs are destined to grow rapidly. But if the founders starve the company of capital, their conservativism eventually will kill growth. Even more important, it will burn out the founders.
Indecisive CEOs of midsized businesses squelch the decision-making latitude of their leadership teams, who in turn go back to their “wait for the CEO to decide” mode — a sure growth killer.
IT “dashboards” can be highly seductive to CEOs, but they can’t replace good old-fashioned management techniques.
Do you know high-potential executives who just aren’t working their way up the corporate ladder? 360-degree reviews may be the solution.
When every decision, large or small, has to pass through the CEO, midsized companies develop an overwhelming bottleneck to growth. It takes a team of strong, focused and aligned leaders for companies to keep growing.
Midsized companies can’t be run like an old-world family with one all-powerful matriarch or patriarch. Growth requires an empowered c-suite who are actively growing the leadership capabilities of their teams.
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).