We asked CEOs to tell us about their leadership priorities by answering these questions: How do you use leadership priorities to make important decisions? What are some new trends in leadership that you are interested in? How are you incorporating these new ideas? Their stories are diverse, in-depth, and insightful.
Andrew Doloksaribu, an expert in marketing, business development and consulting, thinks that leadership is the key important role in any company or organization that gives direction and sets the goals, vision, and mission of the organization. “Leadership helps to synchronize the direction, goals, vision and mission with human resources. Leadership has direct impact on decision makers on how things are done and issues solved,” he says. “Without good leadership, a company would not achieve its goals or perform its mission. One new trend in leadership that I’m interested in is the idea of to become one. To me this is how a leader rolls up his or her sleeves and gets down to understanding the work of others in the company. This approach helps me to make decisions that are acceptable and agreeable for everybody and in-line with company goals and mission.”
David Stamberg, president of a wholesale footwear company, says that as a leader, he operates from a focus to do whatever is needed to help the individuals on his team be better at their positions. “Like a manager of a baseball team not only do I look to create and implement strategies, I also work with each player individually by using my experience and observations to continually improve performance. And in turn, I remain open minded that I always need to improve as well. I believe that this thought process allows me to earn the respect of my team. After all, respect is earned,” Stamberg says.
Bob Dameron, a CEO with expertise in financial services, IT and corporate training, says that leaders need to obtain 100 percent consensus and alignment of all board members, CEOs, executives, management, and staff on four key areas:
- Vision: The overall destination to be reached, by when, and why we are going there;
- Strategies to achieve vision: This could include things like eliminating obstacles such as closing skill gaps or to cut costs, selling off non-core divisions;
- The action plan: It should include all the measurable deliverables that contribute directly to the strategies and who is accountable;
- Resulting reward for achieving vision and consequences of not getting there: “This is where and how everyone is affected. It is also a tough one,” says Dameron. “I use this analogy: NASA knows that when astronauts blast off the worst case scenario is widely understood. Everyone takes great pains to ensure the mission works as envisioned and planned because the consequences are catastrophic. In business, not everyone understands the downside when people don’t do what they said they would do. People have a right to ask about and be informed about the worst case scenario, not as a threat but as an understanding of the risks before the voyage begins.”
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