|
The dynamics of twenty-first century life impose new stresses, and often profound changes, in how leadership and management need to be applied. For organizational leaders and CEOs, the old management and leadership rule books are often out of date.
Change
Good leaders have always been able to adjust strategies and drive change successfully, but the new dynamics make this task more difficult. Markets turn on a dime. The internet moves information - both fact and rumor - at lightning speed.
Disruptive technologies, changing customer demographics, shortages of skilled workers and cultural impacts on every facet of the enterprise keep CEOs continually navigating new waters, according to HCA CEO Advisor John Hrastar. He comments that "today's change is much more rapid and often profound and driven by an unprecedented and never-ending technology revolution."
Solutions that result in incremental change, that can be tested and adjusted, are often no longer a luxury that markets and competition allow. More frequently big bets and bold moves are the risky strategies imposed on leaders.
Change may also be internal. Organizations get to certain points in their life cycle where doing more of the same becomes counterproductive to growth. The CEO may now be running the largest organization they ever have and now each step taken is into brand new territory.
Thinking
How are today's top executives going to survive and thrive in this ever changing environment? Historical performance, trends, "how it has been done before" - all traditional sources of decision support may now not provide the wisdom needed to guide the leader.
|
"New thinking is often required - thinking that is broad, original and multi-layered."
--Ken Glover
HCA CEO Advisor
|
HCA CEO Advisor Ken Glover observes that "new thinking is often required - thinking that is broad, original and multi-layered." The CEO traditionally has leaned primarily on experience with input from senior members of the management team. However, many of the issues with which CEOs grapple are unlike those faced by anyone else in the organization. Sometimes trusted board members are valuable sources and, of course, peers and mentors can be called upon for advice and counsel. But none have the context and deep understanding of the organization and personalities to support complex, practical thinking.
The CEO Advisor
This is where an independent voice can be valuable. A good CEO knows that different perspectives help clarify things and also realizes that, for many issues, the whole management team is lost in the same forest. Other issues cannot be discussed with the board or the management team because perhaps they are the issues. "CEOs need someone who is close enough to see the entire organization yet still have an independent view," adds John Hrastar.
|
"CEOs need someone who is close enough to see the entire organization yet still have an independent view."
--John Hrastar
HCA CEO Advisor
|
The best CEO advisors have been CEOs multiple times and understand the nuances of that role. Having been a CEO, the advisor quickly comprehends the scope of various issues and can rapidly become an effective guide and sounding board. The peer-level relationship enables speed and efficiency in complex situations because the CEO is not thinking alone and can have the types of conversations that are possible only with other CEOs.
The Advisory Relationship
The CEO has an individual relationship with the advisor although the issues discussed are organizational, not personal. The CEO sets the overall agenda and then the advisor can help guide along that path. This working relationship needs to be dynamic and flexible, adapting to changing circumstances and new opportunities while maintaining the long-term goals and core focus.
| 
