CEO AS PARENT

CEO as parent. Sounds kind of awful and wrong in a way.
And then it doesn't.

Of course it used to be paternalistic (which weakens self-motivation) and punitive (which kills independent action) and strict (which stifles creativity).
Great combo, huh? Sounds kind of 'command and control' doesn't it?
Frightened parents and leaders still use it.

Here is what healthy parenting looks like and how it pertains to leaders:

--Firm about the few rules and values necessary for the family to function

--Nurturing of talent and interests and willing to invest in them

--Intolerant of behaviour that doesn't help the child become capable in the world

--Teaching the 'why' behind the 'what' constantly

--Coaching in the moment when a shift in attitude or behavior is needed

--Reminding that the good of the whole is the goal

--Being respectful with words that can bury deep if they are derogatory

--Introducing new experiences and points of view

--Allowing free time for exploration without guidance

Happy Mother's Day and Father's Day to you top leaders.

THOUGHTS FROM VACATION

I am visiting my three West Coast kids (mid-forties old kids) who live in Seattle, Portland, Oregon and Santa Cruz, California.  They are right smack dab in the middle of their work lives and we talk about it quite a bit. All the ups and downs, career choices, bosses, leaders, stress, are all grist for the mill.

I was reminded of how much leaders matter ---and of a leadership paradox.
I offer it as food for thought:

Leaders who feel lazy and wonder what good they are doing and if they are having any impact are often the best leaders. Leaders who overwork and and never question their impact and never question their right to intervene and KNOW how much they are needed, are not the best leaders.  

Just saying. Something to think about.

Now back to vacation.

CEO REPORT CARD

It can be difficult for CEO's to get helpful feedback about their performance and their needed development.  And they need it just as much as any other associate does. Boards get oddly negligent about doing it with any depth and 
direct reports just don't tell the emperor that he or she is wearing no clothes.

Here is a CEO REPORT card that I developed to be used with a Board of Directors:

—Strategy Development
   Is there a clear and winning strategy for the entire company?

—Board Relationships
   Are there professional, productive relationships with Board memebers that are 
   both collaborative and challenging?

—Talent Depth and Development
   Are succession plans in place?
   Is there a talent planning and development process in place?

—Future Growth and Innovation
   Is there exploration and experimentation for future growth and are they 
   supported with resources and accountability?

—Pulse
  Does the CEO have an accurate view of results, challenges and culture
  across the company and a method to validate what is sensed?

—Resilience
   Does the CEO have the emotional intelligence and self-awareness to support  
   good judgment and perspective 

—Change
   Is there appropriate urgency for needed change balanced by the correct scope and ability of the organization to manage the changes?

—Making Meaning
   Does the CEO create a narrative to support strategy and growth that creates
   enthusiasm and common direction among all associates

Take a pause for thought and evaluate yourself or ask a trusted colleague to do this with you.

SIZE DOES MAKE A DIFFERENCE

I have been catching up on my business magazine reading and I'm a little
schizophrenic from it.

The reading tends to go from the staid sleep inducing sloooooow introduction of researche concepts that don't matter much to a hyper hyper hyper creativity
adrenalin driven frenzy that may or may not make a company that will last. 
(I'll let you guess the magazines from your own reading!)

I've been up close to both large weighty organizations in mature if not ancient industries to very small anything is possible wild idea start-ups. My fantasy is to bring together a group of CEO's of companies of varying sizes and ages and industries to learn from one another. (I hope you do know companies are lousy at learning. Too busy, too into action, too scared, too arrogant, too fast, too uninterested, too not curious.) 

Large companies would relearn:
--the exhilaration of new
--the courage of having no option but bold
--the passion for creating
--optimism that makes no sense
--fun of fear of failure

Start-ups would learn:
--a little prudence goes a long way
--structure does not kill the joy
--how to get feet under an idea
--that growth alone doesn't work the magic
--to respect lessons already learned

Wonder what a middle size company would say???