Blame destroys motivation and trust
Todd C. Williams, Founder & President, eCameron, Inc.

Listening to last year's debate on the troubles with the Healthcare.gov website it struck me how the blame game destroys business. What at times was more finger pointing than substantive debate about the Obamacare website revolved around "who are we going to fire" rather than how do we make government projects successful and prevent reoccurring failures. And, just when I thought it was over, earlier this week I heard Bill O'Reilly, amidst a solid grilling of President Obama, ask "Why didn't you fire Sebelius?"

the ceo magazine
Chris Whipple, author, A.C.T. Now or Fail!                

We have all seen the traditional organizational pyramid with the person in charge at the top.  This pyramid usually has many layers in the middle consisting of some form of management or supervision, and all the line workers at the bottom.  For some, this may be the only pyramid ever experienced.  The concern I have with the traditional pyramid is that it depicts the leader resting on top, and this is the negative perception of the leader that many employees have throughout the organization.

the ceo magazine

In the past six months, I have visited four high-end hotels where the waiter informed me that they were out of English Breakfast Tea, the beverage that provides the perfect cup of ambition to start my day. Instead, the waiters advised I should try Earl Grey Tea.

Earl Grey Tea takes its name from the second Earl Grey, British Prime Minister in the 1830’s, who reputedly received a gift of tea flavored with bergamot oil from a Chinese nobleman. The Earl brewed some of the heavily-scented, flowery- tasting swill and remarked, “I say. This is rather nasty.”

Bill Ballester

During my years as a coach and business consultant, I have been asked many times if there is a secret to winning. I know of no secret; however, I have a very simple answer: ---------- teams that solve the most problems win. The answer is that simple: “Those who solve the most problems win.”

For me, a problem is anything that stands between where I am and where I want to be; some call these things barriers, obstacles, or roadblocks. Many business consultants prefer to call them challenges rather than problems. I believe that when teams don’t address their challenges, they become problems.

ceo magazine, leadership

CEOs and other C-Level executives are expected to bring results – to keep their eyes on the bottom line driving productivity, efficiencies, time to market, new products and services. So, what approach are they utilizing to facilitate that bottom line? That’s the question most CEOs ask themselves in order to find the payoff.  

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