There are many misguided leaders among us who believe that all motivation is about dollars — that if you have sufficient, budgeted dollars, you can motivate effectively; if you’re cash-poor, then suddenly you are de-motivating…and that it’s not your fault.
Absolute malarkey. BS. Balderdash. Pure unadulterated bunk. (more…)
Headline (edited for brevity): Swiss bank UBS named Axel Weber as its next chairman in a surprise move that robbed rival Deutsche Bank of its top candidate to succeed its chief Josef Ackermann in 2013.
Make no mistake, this is Board negligence on the part of Deutsche Bank, pure and simple.
They should vote out the entire lot.
This sort of crap really ticks me off. They call it “succession planning,” and the key movement in their entire plan is based on someone with which they have zero relationship, and zero knowledge of hiring success. In fact, they were merely hoping that this über-CEO would be available whenever they beck and called.
Apparently, Weber saw it differently.
– Gump was right, ‘stupid is as stupid does’
No question that leadership takes effort. Equally, there’s no valid question that leading has become more difficult today than just 2-5 years past (seems like an eternity ago, doesn’t it?).
Having said that, it seems some go out of their way to make things more difficult than they need be. It’s like taking the wrong way to get somewhere, all the while knowing it’s the wrong way, but still doing it anyway.
“Yes” men, “No” men, or some happy medium (“men” used for convenience, and is in no way gender-specific)??
Do we want our closest and/or brightest to agree with us merely because it was our idea? Or are we actively seeking constructive, challenging dialog??
Must we always have complete, obedient agreeance (not a real word, but my baby sister Elizabeth always used it, so here it is), or do we really want diversity of thought? (more…)
Succession Plans are Just That… Plans. They still need EXECUTION.
Succession plans and leadership development efforts are useless if the targeted executive doesn’t step up and do his/her part.
This is an interesting and pertinent topic, as succession planning is a significant part of my practice, and by “planning” I mean “managing expectations” as well. I’ve crafted numerous, detailed succession plans before, complete with developmental roadmaps, years-to-ready” charts, and well-plotted charts for high-potential employees.
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We keep hearing about this wonderful thing we should strive for… this holy grail for employee contentment. This thing called Employee Engagement.
Personally, as a specific goal, I think it’s a crock of crap.
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