When a Chief Executive says that it's okay to get stuck once in a while and it's not a big deal, could this be considered as an incorrect assessment? It certainly seems so, as any top-performing team simply can't become stuck like this for any significant period of time, as such issues would obviously hold them back from being as productive as they should be in an ideal scenario. So, in a nutshell, why does this happen?
As an example, let's say that perhaps one or two of your Directors think that they shouldn't be as involved in an important decision making process at an early stage. Perhaps a couple of these individuals have some kind of conflict going on and they bring it to the forefront here.
As The Chief Executive, Should You Bring Attention To This Right Away?
Firstly, there's no hard and fast reason for them not to be consulted at an earlier time, especially if it's an important subject that affects the whole company. This happens a lot in many organisations, far more often then most realise, where people are not consulted at an early stage and the Chief Executive seemed oblivious to the situation.
Therefore, it's best to act earlier if possible. When you see that a habit is developing whereby one individual says it's okay to proceed while others think it has not been thought through sufficiently, it's probably a good idea to make adjustments to a few of these leadership behaviours.
In a particular scenario you might say, "Let me make something clear. Your proposals are not being raised at an early enough stage and we need to look at the small print at the same time as we look at the overall objectives. So if we get to a situation where a decision is ready to be discussed and somebody asks a question that they should have brought up before, we will not proceed. If the decision you are seeking is urgent, you have to talk to me first."
"The Executive Team is supposed to be engaged around the clock and not just when they sit around the table. As far as this current situation is concerned I will talk to you each directly soon to proceed and move forward; until then what is the rest of the agenda?"
In such an example, you would be exerting your position and showing the Directors that you're fully intending to maintain standards that enable you to do business constructively with each other.
Why Don't CEOs Confront Bad Behaviour?
If you see some kind of personal and negative exchange taking place between Directors, it's generally a decisive move to exert your position. However, it's best not to call out bad behaviours in a negative way wherever possible. Should you treat the situation in a fairly light-hearted, conversational tone, it will oftentimes be easier to bring to resolution.
Further to this, may experts agree that it's best to come across as being unfazed by what's going on whilst at the same time making it quite clear about what you're trying to say. Really, you have to let them know they are under-performing whilst allowing them to come forward and say that you were right, and that they won't repeat the behaviour again.
Keep It In The Moment.
In summation, it's important to nip such situations in the bud as soon as they happen; be direct, up front and as warm as you can. In this way you're clearly modelling the behaviours that you want them to adopt.
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Pete Ashby is the director of http://www.asaleader.com and specialises in profiling the virtues and vices of exceptional leaders. To learn more about key challenges for CEOs, Boards and Executive Teams => http://www.asaleader.com
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