This blog assumes that blind spots of power come with the CEO role no matter how good or true or well-intended you are. You can't afford to have them. So I give reminders of what I have seen in my experience to help you see. Or try to see. Monday morning practical tips will help you sharpen up and see what tweaks you and your blind spot. A little whack on the side of the head with your Monday morning coffee.
Monday, July 22, 2013
THE EXECUTIVE SKILL OF NURTURING
I've been thinking about the tone of today's companies:
-Almost hysterical action--go go go go go go.
-Overload, hopelessness about getting "it" done no matter how hard you work.
-Top leadership distant from the heart of the business.
-Disruptive solutions and ideas with no time to test the viability before a new one arrives.
-Accelerated hiring and firing trying to get "it" right
-No rest, very little validation
And you as top leader, may not see that your company needs a little nurture.
You, yourself, have probably learned to live without it and have forgotten that you could use a little yourself.
Nurture feeds.
Nurture gives rest when needed
Nurture stays on the look out for danger or illness.
Nurture stays in touch and knows instinctively what is going on and what is needed.
Nurture enjoys caring.
If this all sounds a little too maternal just look at the definition of "nurture".
"to care for and encourage growth and development
to provide what is necessary for health and welfare of an organism
to nourish for growth"
Your Board should be all over you if you are not nurturing your organization.
I think most companies could use a little soothing and reassurance in order to keep giving their all.
I'm saying you may be blind to your own need for nurture and therefore are not giving it to your company and its people.
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