Some C-suite execs see themselves as wonderful gifts to their firm. After all, they have all the right tickets punched: the right schools, an accomplished track record, and charisma.
These are the execs with the right clothes, cars, and houses. They enjoy their generous compensation and perks. They convey a message of: “It’s good to be great” with willing followers hoping some day they can reach such lofty heights.
The fatal problem is these “great ones” can’t possibly cope with the complexity and hyper-fast pace of today’s world. No matter how smart they are, no matter how many hours they work, no matter what new innovations they embrace, they can’t do it alone.
They need the depth and breadth of ideas and heartfelt implementation from many people inside and outside the firm. Unfortunately, these others easily read the “great ones”: “Arrogant, condescending, manipulative, not really interested in, or caring about, me. All they really care about is themselves.”
The people the “great ones” really need don’t trust the “great ones.”
The wonderful successes I have witnessed in business came from committed employees who opened up and gave their all. Once I got over my immature “greatness” and learned to truly value them, then the magic happened. I trusted them, and they trusted me.
Do your c-suite execs see value in people?
Bob Vanourek is the former CEO of five firms from a start-up to a billion dollar NY stock exchange turnaround. He is the co-author of the award-winning book Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations. He is one of Trust Across America’s Top 100 Thought Leaders in Trustworthy Business Behavior. www.triplecrownleadership.com
This article is one of several Bob Vanourek wrote forTrust Inc., A Guide for Boards and C-Suites, published by Next Decade, Inc. 2014 and edited by Barbara Brooks Kimmel, Executive Director, Trust Across America – Trust Around the World.