The life of a CEO is indeed one worthy of emulation. High salaries, perks and an elevated social status have ensured that all aspire to be one someday. Yet, in a PwC report titled CEO Success Study, some alarming revelations emerge. It seems that the number of CEOs being sacked for fraud or mismanagement has risen significantly. Examples include bribery, environmental disasters, sexual indiscretions, inflated resumes and insider trading. Between 2007 and 2011, the percentage of CEOs sacked for such offences was a mere 4.6% of the total. This rose to 7.8% post that. This 36% rise may not be attributed to lowered ethical standards of the CEOs alone, but to other factors as well. Public opinion has almost irrevocably turned negative post the financial crises of 2008. MNCs have been exposed to greater risk in developing markets.  Increased digital communication has meant that the public now has 24/7 access to information. This vast data warehousing provides ample evidence to nail down someone, while also providing a platform to check on accountability. The normalization of fraud has occurred due to the presence of three elements oft cited- pressure, opportunity and rationalization. More of such dismissals have taken place in the biggest of companies in the developed markets of North America and Western Europe. To prevent such ethical lapses, companies need establish a culture of integrity. The metrics chosen to weigh employees must not induce them to commit such unethical practices. The right financial controls and business processes need to be in place to keep a check.

Source:https://www.strategy-business.com/feature/Are-CEOs-Less-Ethical-Than-in-the-Past?gko=50774&sf194593152=1

Uploaded Date:10 August 2018

Frontline managers have many tasks at hand. Along with their own work load, they need to constantly be able to motivate their team members. Yet, there is very limited management training that is accorded to them. A recent survey uncovered the fact that up to 59% of such managers feel that there is inadequate training being provided to them for the responsibilities they are supposed to oversee. There exist different kinds of managerial styles, so separate training programmes are needed for them. Companies usually prefer the “always on” variety who are constantly looking for new opportunities to work on. There are also the “connected managers” who are adept are driving employee outcomes. Marketing research firm Gartner’s HR in particular feels that the self-awareness so critical among managers, needs to be cultivated by the employers. Another matter of concern is whether the coaching to be provided should be through an external agency or internal employee. Both have their advantages, the former’s clear-cut. But having an internal person in mentoring helps in the sense that employees can constantly check back on issues they may be facing.

Source:https://www.hrdive.com/news/coaching-the-coaches-giving-managers-the-tools-to-lead/527798/

Uploaded Date:10 August 2018

A study was conducted by Harvard to assess the best-performing CEOs. The leaders at Zara, Mastercard and LVMH emerged as the best due to their weighted average in terms of longevity and performance. Some factors emerged from this survey on why so many CEOs fail. The first reason might surprise, but it is true that the longer one stays in the comfort of one top position, the lesser gets his/her effectivity at work. A case in point being Jeff Immelt under whom GE has suffered massive losses on several parameters. That is why the average tenure of CEOs has been falling as marketing research firm Equilar has shown in its findings. Another reason quoted has been that too much of early success can lead to either excessive risk-taking in the future or the onslaught of hubris leading to complacency. Top Management Teams (TMT) can also hinder growth as they may either try to prove themselves constantly to the CEO, or simply undermine him/her. Sometimes, CEOs may simply perform poorly as happened with Blockbuster or Kodak. The board needs to be proactive so a lack of vigilance on their part may also hinder growth. Sadly, sometimes all it takes to bring down a CEO’s reputation is some sort of a scandal as happened with Caterpillar’s Doug Oberhelman.

Source:https://knowledge.insead.edu/leadership-organisations/six-reasons-ceos-fail-9806

Uploaded Date:09 August 2018

Corporate transformation is on top of the agenda at most organizations these days. Several are grappling with the pace of digital change. That is why an MIT Sloan study on change management unearthed a few key techniques which the top change leaders must make use of. The first thing they must ensure is clarity from the top. The corporate strategy must be clear and geared towards the requisite change. A charismatic leader will stimulate heaps of energy on the entire team. A sense of trust must be built in across the organization. Most importantly, this ensures that that employees do not become insecure about their future employment or growth. One needs to start with immediate wins, even if small. This will inculcate a positive head-start. But this quick gain, must not immunize one against the future success. That will be tougher, but plans need to be afoot from the beginning. Customers, shareholders and employees all need to be taken care of easily.

Source:http://mitsloan.mit.edu/newsroom/articles/how-to-be-a-game-changing-leader/?utm_source=mitsloantwitter&utm_medium=social&utm_campaign=gamechanging

Uploaded Date:28 July 2018