When her company found out about it, she was fired. Her husband told me she was getting an attorney to contest her firing. I was confused.
“What did you do to our CEO?!” It was the subject line of an email I received and it made me laugh. The sender of the email was an Executive Vice President who had just met with his boss.
Are you a CEO with an “open door policy”? Watch out, without proper use and management, this practice can become destructive; a major trustbuster in your organization.
Ever go to the grocery store only to come home with everything except what you went to get in the first place? Or have you ever set out for a destination in which you have a general idea of where you are headed, but not the exact address? You set out hoping to recognize landmarks along the way, only to experience being lost… and late.
Undercover CEO is a good idea.
An experience of bad service from a door-to-door transportation company once left me so stunned, I wondered if the CEO of the company had been watching that night, would the driver have performed so poorly?
Ed’s department at a major medical center was in disarray when I arrived. Constant finger pointing and blaming dominated everyday “huddles” that were meant to target problems and propose solutions.
Richard Corder gave me a kind of motto for personal accountability. It’s all simple, two-letter words that go like this: “IF IT IS TO BE IT IS UP TO ME.”
Each day we make hundreds of choices. Most are semi-conscious or automatic based in solid reasoning and logic. We put on our seat belt, say “I love you” to someone, stop at red lights, eat, drink, and do our jobs as we always have, based on successful outcomes or habit.
It is important to understand that the transitions between each developmental phase are completely dependent upon the employee. The knowledge of where the employee currently falls into this metaphor is the first step to growing at “weed speed.”