Has it occurred to you the competitive advantage of setting the appropriate example to your employees has on your customers and recruitment, innovation in new products and services? Trust is more the by-product of management and executive behaviors than employee malfunction.
Following a recent business conference a group of us mingled in a corner of the room. Our discussion turned to a member of our group who had left his successful firm for another company. His new position seemed a lateral move. The question arose why successful executives leave. Why is there a revolving door?
I proposed there is a double standard. Eyes raised.
I noted an employee is having moved job to job for the same reasons are frequently denied employment. This proposed employee is asked a host of problems by gatekeepers who never attempted anything except for the safe haven of a protective silo encouraged by leaders who are clueless. Not to mention hypocritical.
I have also wondered how coaches of sports teams revolve from one team to the next often despite having severely dismal records. The article by Insead below focuses only on executives giving a subjective viewpoint. Certainly ignoring the greater problem.
Is there any wonder there exist such disparity between management and employees going beyond cursory training to build trust. As my grandmother quipped, “The truth is in the pudding.”
I never quite understood her comment. Until I began to see one rule established for executives and another for frontline workers. The worker bees if you will who permitted the executive to reap rewards. Notes Insead:
The revolving door to many Fortune 100 executive suites has been turning 360 degrees in recent years as employees who leave to broaden their experience, increasingly find themselves returning to the fold.
The “boomerang employee”, someone who leaves a workplace only to return later in their career, is a growing phenomenon that can be explained in part by the number of former Fortune 100 companies actively running alumni programmes. There is no general rule as to why executives check out and then check back in to a familiar workplace but in the following two-part series, we attempt to analyse some of the trends and challenges involved, via the story of six very different executives around the world.
Sometimes the decision to return can be a very simple, logical and pleasant process. It was the case for Louise, who speaks calmly and rationally about her return to a pharmaceutical giant, after a multi-year absence.
After an early start in practice as an MD, and a move from Florida to the North East, Louise decided to take on a clinical role in research and development at a large pharmaceutical company, with people and a culture she loved. After a subsequent merger, the research pipeline diminished in her area of expertise.[…]
via INSEAD Knowledge
Jim Woods is a leadership development and training consultant deploying his unique abilities in character based training and strategy. Click here to schedule an appointment.
Jim is president of InnoThink Group a human resources and leadership management consulting firm | Skype ID – jim.woods79 http://www.innothinkgroup.com Click here to schedule an appointment.m. He has an absolute passion for people development and are constantly refining and adapting his programs in order to ensure that they have the maximum impact on those we serve.