Comments on: Confronting a Time-Wasting CEO https://cruciallearning.com/blog/confronting-a-time-wasting-ceo/ VitalSmarts is now Crucial Learning Tue, 09 Oct 2012 19:40:17 +0000 hourly 1 https://wordpress.org/?v=6.5.2 By: Joseph Grenny https://cruciallearning.com/blog/confronting-a-time-wasting-ceo/#comment-2717 Tue, 09 Oct 2012 19:40:17 +0000 http://www.crucialskills.com/?p=3478#comment-2717 Thank you for taking the time to articulate this alternative view of the current reality. I absolutely agree that the contribution of a CEO depends on the critical uncertainties a company faces, the composition of the executive team, etc.,etc . – and that what looks to one like disengagement could in fact be proper strategic focus. Between our two responses to the original question I think there is useful food for thought. @R Riley

]]> By: R Riley https://cruciallearning.com/blog/confronting-a-time-wasting-ceo/#comment-2716 Tue, 09 Oct 2012 03:25:18 +0000 http://www.crucialskills.com/?p=3478#comment-2716 I read with interest the perspective of the manager whose CEO is spending 15% of their time on the company, and the rest on their “unrelated” board work (for “un-related” non-profits and/or for profit boards, I presume) and your interesting response. With the caveat that you took the letter at face value, you pursued one line of reasoning, without much exploration of a different approach, or questioning the point of view of the critical lonely exec.
I am the founder, majority stockholder and CEO of a 25 year old successful company. As I look at the structure and strategy of a company that has grown by 20x and the management team I have assembled, I have elevated and delegated many of the duties that some might feel should reside in the CEO office. In addition to this delegation, of the 75 hours a week I work, 25 to 35 are “on” and “in” the business, and the rest at various non-profit boards, some working on industry related boards, some, state level economic development, others on community initiatives, others on environmental or human service related boards. Other CEO’s in the area spend roughly 1/3 of their time on each of the categories of business, industry, and the community.
There is a disconnect in our business culture that feels as though the main thrust of the CEO should be “inwards” towards the company for which they work, with little regard for the “outwards” view that is necessary for many reasons. I agree, if a company is in great distress, it is necessary to right the ship and provide the necessary leadership to accomplish financial stability. However, this financial responsibility goes hand in hand equally with all the Seven Capitals (Natural, Social, Financial, Human, Cultural, Political, Built) that make up a sustainable organization, industry, sector, community and nation.
In addition to these capital needs, service on the various “un-related” boards provides additional sharing of best practices, both between the executive and the other board members on which he or she serves, and from the same board members and other executives to the CEO. It also provides leads for reciprocal business services and products, provides market intelligence on common issues, and builds a network of potential employees. All this, not to mention the valuable service the CEO provides to the greater community, and to their company, who receives great social capital because of the representation of the brand. As with most service, many times we receive much more than we give. It is possible to do well by doing good.
I felt your comments might have taken an alternative view into account, one that weighed the polarities of “inward” and “outward” focus of a CEO. It might be appropriate to explore some of the relationships between the strategic intent of the company and the community in which they live and work. There might very well be a servant leadership value that is part of the company culture. But mostly, I think it appropriate in this day and age that the “whole picture” of responsibilities of a company, its CEO, and their employees, to their community, their industry, and their shareholders encompasses much more than the narrow view of profits and day to day operations.

]]> By: Harry Petropoulos https://cruciallearning.com/blog/confronting-a-time-wasting-ceo/#comment-2715 Thu, 27 Sep 2012 15:11:00 +0000 http://www.crucialskills.com/?p=3478#comment-2715 dear Joseph,

I loved your response to “lonely exec” re his part-time CEO. I can only hope that your comments embolden him / her to judiciously move forward down this difficult (but necessary) path.

regards,
Harry

]]> By: Teresa https://cruciallearning.com/blog/confronting-a-time-wasting-ceo/#comment-2714 Wed, 26 Sep 2012 13:54:12 +0000 http://www.crucialskills.com/?p=3478#comment-2714 The CEO may have a different perspective. The higher you are in a company, the more important it is that you DO LOOK OUTSIDE of it and understand the environment in which the firm operates. A C-level executive’s view should be broad, rather than deep. Another approach may be to share specific areas in which his expertise is needed inside the company.

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