大多数商业失败, 无论是定义为不一致或持平的收益, 财务管理不善, 表现不佳的团队, 等., can be traced back to a dysfunctional management team. And trouble at the top usually affects and infects the whole business.
成长的烦恼
根据我的经验, 管理问题通常是在中型企业层的业务从婴儿期过渡到成熟阶段时意识到的，并且希望继续增长.
A company can quickly outgrow the individuals running it, and if those individuals have been with the company since inception, 用更有经验、更有技能的人来取代他们，在情感上和可能上都是困难的, 经济和法律上, 太.
那么，功能失调的高管(甚至是首席执行官)的明确迹象是什么呢?? And how can you avoid conflict or poor performance at the top?
许多人渴望，但很少人成功
While many competent and ambitious middle managers aspire to the C-suite, 独特的技能组合, 在这个层次上取得成功所需要的经验和气质意味着失败的可能性大于成功.
Real leadership requires that the management team serves those on the front line. This requires senior executives to be leaders who listen. They must be equally adept at collaboration, communication and delegation.
高高在上、居高临下、发号施令的高级管理人员无法让下属看到，从而无法有效领导. 对于ceo来说尤其如此. Good leaders put themselves in front of their employees all the time. 不管公司有多大, 如果员工不认识CEO的脸, 的声音, 幽默感, 以及公司的整体愿景, 他们不会真正感受到游戏的成功.
同样，高层领导必须知道如何授权和信任为他们工作的员工. 不能授权的领导者会因为没有发展团队的能力而限制其部门扩大能力和绩效的能力. 不授权会破坏员工的士气，导致高流动率.
学历并不一定意味着候选人拥有高管职位所需的“硬技能”. 一名准备进入最高管理层的高管还需要经常被遗忘的“软技能”，这些技能可以带领整个团队走向成功. 这些软技能包括自我意识, 哪些可以表明愿意学习和发展——这是优秀高级经理的关键要求. 优秀的高级管理人员会不断发现自己的技能差距，并通过工作/培训来弥补. They will also have the capacity to set personal goals and challenges.
Under the heading of “experience and skills” desired in top-level managers, you should also include being well-known and engaged in your industry. Top executives and CEOs should be engaged beyond their organizations, with deep industry-wide networks and relationships with suppliers, 竞争对手, 以及监管机构和主题专家.
警告标志
不正常的习惯不是一夜之间出现的, 但更多的时候, 他们造成的问题会慢慢升级. Clues a senior manager isn’t up to snuff include:
- 缺乏远见:没有视力, 战略和可衡量的目标, you will effectively have the blind leading the blind. Senior executives should be able to articulate team goals that are inspirational, achievable and aligned with the business’s overall strategic plan.
- 未能达到目标如果一名高级管理人员来到公司时没有证明自己的成功记录，或者在晋升的过程中没有培养出一贯的成功记录, then it’s pretty safe to assume they have ascended a rung 太 high.
- 下属离职率高: If you are seeing a revolving door of subordinates to a senior manager, 这可能是一个迹象，表明他们不能通过成为一个鼓励的导师和团队队长来激发忠诚.
- 缺乏沟通倾听的能力, 仲裁, inspire and articulate problems and solutions with every stakeholder up, 在指挥系统之外进行指挥是一个强有力的领导者的标志和不可缺少的品质.
- 缺乏自我意识(又名“傲慢”)这种品质表现在那些拒绝为任何错误承担责任，却总是把成功归功于自己的人身上. 它是自信的对立面，而自信是领导力的必要属性.
- 客户发生: Effective leaders always have their ears to the ground, gauging the market and proactively responding before crises occur. 他们在整个部门创造了一种关怀的文化，这反映在客户bet9平台游戏和员工关系上.
可训练的对. Non-Coachable功能障碍
对于有价值的高级管理人员来说，门槛很高, but failing to meet all the criteria does not have to result in termination. Some shortcomings can be corrected with coaching. 首席执行官需要对相关高管做出价值判断，以确定“果汁是否值得榨取”.”
最后，你可以指导技巧. You can coach certain behavioral patterns—how people deal with conflict, 例如, 或者他们如何激励团队. 但教练也有其局限性, 它必须伴随着基准, 目标设定和彻底的评估过程.
On the flip side, there are things that cannot be improved through coaching. You cannot coach character, integrity or basic intellectual capacity. You cannot bring about fundamental changes in personality traits, 像傲慢, 胆怯或懒惰.
如果一位高管是“恐龙”,在工作场所与变化和适应作斗争，“墨守成规”的人,” it may be time (or past time) to consider termination. 在一个不断变化的商业世界里, 专业水平上的进步对于成为一名高效的经理或高管至关重要. 如果你看到一个部门一次又一次地面对同样的问题，却无法调整, this is a clear sign that something is wrong at the top.
结论
If your company has suffered from senior management failure, you are not alone. 但是防止这种情况发生的最好方法是为每一位执行人员记录期望并共同制定目标，并经常对其进行评估, candidly and openly with other members of the senior management team. 管理委员会成员和经验丰富的外部顾问可以对执行团队以及首席执行官提供更客观的反馈. 在他们的帮助下, you’ll have the ability to spot dysfunction and act swiftly, long before a problem player(s) can cause an existential crisis for your company.
作者简介
汤姆施普林格 has over 20 years of experience providing strategic planning, 业务发展, interim management and technical advisory services for private equity firms, portfolio companies and public and private enterprises. Tom擅长通过创建高效的销售和bet9平台游戏团队来增加企业价值, developing new lines of business and fostering client relationships. 他以将技术与业务和运营结合起来解决复杂的业务问题而闻名.
你可以通过电话联系汤姆 tspringer@sdcapital.com.
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