Leadership: Trust but Verify

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the ceo magazine, leadership qualities,
Moe Glenner, Author, PlusChange: Genesis of Innovation

Consider the following scenario:  You are preparing a sales report for the next manager’s meeting.  You are heavily relying on input from other people regarding revenues, costs, etc.  Once you receive that information, you prepare the report complete with suggestions and calls to action.  As you continue to prepare the report, something about some of the numbers seems a bit suspect but since you trust the source, you disregard your suspicions.  The report is complete and you’re expecting ‘well done’ from your peers and managers.  The only problem: The information was indeed, inaccurate leading to flawed conclusions.  The inaccuracy was noticed at the meeting and instead of adulations, you’re forced to apologize or worse, shift the blame elsewhere.  What happened?

How do you motivate employees during times of intense public scrutiny?

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the ceo magazine, leadership qualities,
Susan Scott, CEO & Founder of Fierce, Inc.

Rumors, criticisms, anonymous blasts in public forums. You made a well-regarded employee available to industry – but there is a backlash. Why didn’t we throw a going away party?  You know what was going on behind the curtain and it was a disaster but what do you disclose to those clamoring for an explanation?  Or there is a false rumor about your company – The company is being sold, or the CEO is being lambasted by the press.  You have no idea who started the rumors or why and they aren’t true.  Should you address them? If so, how?  And what about inaccurate, anonymous posts in public forums by disgruntled former or current employees. The executives receive huge bonuses.  Everyone is leaving the company. Not true. 

Shifting My Mind-Set to Go from Struggling Start-up to Billion Dollar Enterprise: Confessions of a Formerly Conservative CEO

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the ceo magazine, entrepreneurship,
Pamela Evette, President & CEO, Quality Business Solutions

I founded my business as a sole proprietorship in 2000 and struggled for many years through the normal growing pains associated with a start-up – deciding when and where to invest, identifying new target markets and prospects, and determining when the time was right to add new staff or services.  After 13 years of modest but steady growth, my company began to take off, doubling year-over-year revenue and adding new clients in record numbers.  This rapid growth earned us a spot on the Inc. 5000 and me the honor of being name to the Impact 50, a ranking of the 50 most influential female leaders of Inc. 5000 companies, as well as numerous top entrepreneur awards and accolades.

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