When a CEO doesn’t implement his strategy in a practical and effective way, nothing will really happen.
It’s the managers and supervisors that make sure that things happen. High performing organizations understand that execution takes place on a practical level in the organization. By doing this, they build execution into the culture.Ģ) High-Performers develop leaders at all levels. ‘High-performing companies understand this, and they build a leadership development program which uniquely trains, supports, and selects people who drive their business’s strategy. When these people are well connected, coached and trained, business “flows”. No matter who’s the CEO, operational execution takes place at the mid and supervisor level. Two important conclusions ( source: Forbes, It’s not the CEO)ġ) High-Performing organizations directly link leadership strategy to business strategy. Long term business performance comes from leadership culture and careful and continuous development of leadership at all levels.”īersin and colleagues after researching a number of Talent Management practices discovered that the level of maturity of leadership development in an organization has a bigger impact on business performance than “almost all else”. In his research he finds that “while the CEO is a very important person, our research shows that enduring business performance is really driven at much deeper levels: a focus on leadership strategy. Josh Bersin gives interesting support for the thought that leadership is more about the social relative context than about the individual. The second that leadership has a creative orientation, that he sees as fundamental for leadership “how we realise things that are really meaningful to us”. The first being that it’s about the collective. He emphasizes two aspects of leadership with this definition. That’s the favorite definition of Leadership of Peter Senge. The capacity of a human community to shape it’s future.