Redefining Leadership to Reinvent Success
Is a CEO promoting aggressive selling as opposed to nurturing long-term relationships with customers? These are the types fo signals that will tell you the real health of a company and its long-term outlook.
Here's an all-too-common business scenario: A seemingly bright and charismatic CEO has a good run at a company. The numbers look good. In fact, most of the external indicators of success look good. That is why the news that the board has decided to dump this particular CEO is met with surprise. What happened? What went wrong?
The problem in this case has a lot to do with the way performance is evaluated. Can a CEO talk a good game? Can he or she put up short-term numbers that will make people happy, at least temporarily? Even if these indicators are positive, a CEO might still be presiding over a culture that is broken.
So better questions to ask should involve whether the CEO has invested in the people and the culture of the company. If the answer is no, sooner or later cracks will show.
In the video below, Fred Hassan, Chairman of the Board of Bausch & Lomb and the author of Reinvent: A Leader's Playbook for Success, offer his insights into how to evaluate a leader in ways that go beyond the numbers.
Watch the video here:
According to Hassan, the way to evaluate leadership is to look for a few signs that go beyond the numbers. There are lots of ways to make numbers look better after all, such as short-term cost cutting and what Hassan calls "milking what you have at this time."
Is a CEO promoting aggressive selling or nurturing long-term relationships with customers? These are the types fo signals that will tell you the real health of a company and its long-term outlook.
In his book, Reinvent, Hassan, an expert in turning around businesses, offers more practical advice on ways to reinvent the culture, attitudes and behaviors of organizations.
Image courtesy of Shutterstock
Malcolm Gladwell teaches "Get over yourself and get to work" for Big Think Edge.
- Learn to recognize failure and know the big difference between panicking and choking.
- At Big Think Edge, Malcolm Gladwell teaches how to check your inner critic and get clear on what failure is.
- Subscribe to Big Think Edge before we launch on March 30 to get 20% off monthly and annual memberships.
Can sensitive coral reefs survive another human generation?
- Coral reefs may not be able to survive another human decade because of the environmental stress we have placed on them, says author David Wallace-Wells. He posits that without meaningful changes to policies, the trend of them dying out, even in light of recent advances, will continue.
- The World Wildlife Fund says that 60 percent of all vertebrate mammals have died since just 1970. On top of this, recent studies suggest that insect populations may have fallen by as much as 75 percent over the last few decades.
- If it were not for our oceans, the planet would probably be already several degrees warmer than it is today due to the emissions we've expelled into the atmosphere.
Research has shown that men today have less testosterone than they used to. What's happening?
- Several studies have confirmed that testosterone counts in men are lower than what they used to be just a few decades ago.
- While most men still have perfectly healthy testosterone levels, its reduction puts men at risk for many negative health outcomes.
- The cause of this drop in testosterone isn't entirely clear, but evidence suggests that it is a multifaceted result of modern, industrialized life.
Michael Dowling, Northwell Health's CEO, believes we're entering the age of smart medicine.
- The United States health care system has much room for improvement, and big tech may be laying the foundation for those improvements.
- Technological progress in medicine is coming from two fronts: medical technology and information technology.
- As information technology develops, patients will become active participants in their health care, and value-based care may become a reality.
SMARTER FASTER trademarks owned by The Big Think, Inc. All rights reserved.