Leading in a world disrupted
Our Chief Executive magazine series on leadership and organizational transformation
Stop telling CEOs to be empathetic
It all starts with being curious about others, and then using that understanding to take positive action.
And asking CEOs to simply “be more empathetic” isn’t the most helpful leadership advice. To lead with empathy and build a positive organizational culture, CEOs should draw on a cognitive power that great leaders already possess in spades: curiosity.
When tough times strike, sustain your company’s culture of inclusion by doubling down on DEI
"By deepening their commitment to their inclusive culture, leaders boost the odds that results gained from DEI efforts will hold firm in bad times as well as good."
Inclusion within an organization arises and remains strong when C-suite leaders not only safeguard inclusive infrastructure but also model inclusive behaviors every day on the job—in good times and in bad times. How to sustain your company’s culture of inclusion in tough times? Start by mastering the art of transformative leadership.
You’ve started your DEI journey. Now build momentum.
There is no one “right” approach to building a culture of inclusion, as each organization’s situation is different. But in our own work, we’ve identified several strategies that we see as particularly powerful for fostering the inclusion essential for catalyzing DEI momentum.
Improving representation of diverse groups of employees in your organization isn’t enough. You must also catalyze the momentum essential for overcoming inevitable challenges. How to build that momentum? Foster a culture of inclusion.
DEI matters more than ever in the red-hot talent war—here’s how to kick-start your journey
CEOs who cannot communicate and connect with others in their organization as transformative leaders are less likely to have their DEI efforts taken seriously. And that can hamstring their company’s ability to make progress with DEI.
With diversity, equity, and inclusion fueling intense discussion and action in boardrooms and C-suites across multiple industries, we set out to take a closer look at how companies can kick-start their DEI journey—and then build momentum as well as sustain positive results.
Disruption and Talent Challenges Are Rattling Executives’ Confidence
Demand for the right talent – not just people who excel in disciplines such as data analytics and digital transformation – is swiftly outstripping supply. Why?
Disruption has altered how employees make decisions about their work lives. Companies that don’t take time to understand workers’ priorities as well as their decision process risk falling behind in the talent war. In the face of these disruptions, organizations that master transformative leadership can successfully lead their already strained talent-sourcing resources to successfully navigate disruption and come out on top.
Doing social good, companies can also do well
How can leaders enhance the odds of activating the workforce-performance cycle through ESG? The list of options is larger than a New Jersey diner menu. Here are some ways to narrow the focus.
ESG excellence can create hard-to-quantify but undeniably positive impacts on workforce performance–by enhancing employees’ job satisfaction, pride, commitment to the organization, and mental health. But to achieve those impacts, leaders must look beyond any false starts and stumbles they may have experienced and take focused action now.
In a world disrupted, hiring the right c-suite leaders matters more than ever
C-suite roles are changing to help organizations overcome daunting challenges arising from severe disruption. How companies approach the executive-hiring process can spell the difference between success—and costly failure.
Executive hiring mistakes can come with a high price tag. One study* noted that C-suite turnover can cost a whopping 213% of salary. More qualitative costs include organizational instability, erosion of morale, and reputational risk.
The upshot: It’s vital to get executive hiring right—the first time.
Advice for Introverts: Lean in
In times of crisis, diversity of thought is critical—but a minority at the table often dominate discussion. Advice from an introvert on amplifying the voices and perspectives of those least likely to offer them.
When diversity of thought matters most, boards must be especially vigilant in managing naturally occurring human dynamics that can prevent that diversity. By applying the tips described here, boards can ensure that even their most reserved members contribute to the pool of ideas and insights essential for making the right decisions in disrupted times.
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The Kind Of Leader We Need Now
The depth and speed of the disruptions coming at us have thrust CEOs into the spotlight like never before. The best are asking themselves: What kind of leader am I?
The lesson of 2020 seems to be that we’re all interconnected, that we’re all being disrupted, and that CEOs are expected to do so much more than deliver financial results.
The depth and speed of the disruptions coming at us have thrust CEOs into the spotlight like never before. When leading through major disruptions, CEOS must ask themselves questions, including "What do I believe in, and how do I communicate those beliefs?"
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A blueprint for transformative leadership: Key questions for leaders
"Many successful leaders have found ways to transform in the face of adversity, and more times than not, it hinges on their ability to effectively interact, relate, and communicate. In times of crisis, the ability to leverage your EQ and 'read the room' is critical."
This Q&A is a summary of a recent webinar with Chief Executive Group on transformative leadership in difficult times and how CEOs can leverage their EQ to achieve sustainable success.
The role of the Board in a Disruptive Environment
Having sat in both chairs, I can say that these are the moments, and the manner of engagement, that are most appreciated by management and drive the most value from a board in disrupted times.
In situations like the current one, the board’s role can be one of ready advice and a calming voice of reason. At the same time, however, the board can and should contemplate and eventually engage management on the second-order, longer-term questions.
The role a company’s board should play during times of extreme disruption is a mix of art and science. Read these questions for both directors and CEOs to consider.
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Transitioning to a "Yellow Light Environment:" Key Questions for Leaders
What the best companies are already doing are laying groundwork for the transition to this “yellow light” environment along three stages: adjust, balance, and convert.
Every day we see firms paddle furiously to keep their heads above water amid these crisis conditions; and their respective leadership teams are rightfully concerned about safeguarding their day-to-day business. Read this Q&A with crisis leadership webinar participants.
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Beware the narcissistic leader
Those with this affliction tend to be charismatic and confident, but, left unchecked, they often steer their companies into the abyss. Watch for these symptoms
They have the audacity to answer big questions and champion big ideas. They capture our imagination and often our allegiance. While these personality traits can positively impact a business’s ability to thrive, what we also know is that narcissistic CEOs always have a dark side. Investors and employees alike can lose money, reputation and careers because of this irresistibly seductive leader.
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Q&A: Leadership under stress
There are proven strategies and techniques for improving leaders' performance, even in trying times like these during the pandemic.
In times of stress, leaders often unconsciously respond with behaviors that act counter-intuitively to the necessary actions that need to be taken. Here, Ted tackles topical and wide-ranging questions from a webinar on leading through crisis.
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DEAR CEOS: IT DOESN'T HAVE TO BE LONELY AT THE TOP
By seeking out the advice and counsel of a well chosen cadre of advisors, you can avoid the costly missteps that result from leading in a vacuum.
A set of strong advisors is invaluable to a CEO (and to other senior executives), serving as a source of clarity, objectivity, and clear thinking. However, this network of advisors must be carefully and thoughtfully constructed—and then regularly utilized and maintained—to become maximally useful. Without this rigor, it can become quite lonely at the top, and that can lead to costly missteps.
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Hiring an executive coach? Beware of these five risks
One of the biggest problems for the coaching "industry" is that there are no barriers to entry—anybody can hang out a shingle. The lesson? Proceed with caution.
Undertrained or unscrupulous coaches can make false promises or follow instincts that are blatantly self-serving and do real damage to leaders and organizations. Here are five pitfalls that organizations must stay aware of and what they can do about them.
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Leading into 2022: the new techniques for the new era
At a time where five generations are working together in the same workforce, each with their own expectations and demands of leaders, there is no shortage of challenges facing business executives heading into the post-pandemic era. AlixPartners’ Ted Bililies, Managing Director, Chief Talent Officer, and Head of the firm’s Transformative Leadership practice, and Johnny C. Taylor, Jr., President and Chief Executive Officer of SHRM, discuss the evolving workforce heading into 2022, the challenges of managing generational expectations in the workplace, the essential role management training will play in building businesses’ management, and more in a webinar hosted by Chief Executive Group. Watch the webinar to learn more.
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AlixPartners’ Leadership Series, presented in partnership with Chief Executive magazine, offers leaders advice and insights vital for guiding their organizations to sustained success
