Q #103: What are the greatest challenges that C-level executives now face?

In this series, Bob Morris poses a key question and then responds to it with material from one or more of the business books he has reviewed for Amazon and Borders.

In consecutive Q&As, I respond to three questions:

# 103: “What are the greatest challenges that C-level executives now face?”

# 104: “Which skills are needed to face each of those challenges?

# 105: “Which books provide the best advice for facing each of those challenges?

One man’s opinion, I think these are the greatest challenges that C-level executives now face, listed in no order of importance because needs vary among organizations:

Measuring performance accurately, fairly, and consistently: During the exit interviews of highly-valued workers, the most common complaint they express is that the expectations for their performance were not made crystal clear and then the evaluation of their performance and of others were not fair, accurate, or consistent

Attracting, training, and then retaining the best workers. I do not recall a prior time when competition for talent was greater than it is now. The best wotkrs are attracted to those organizations that offer (a) the best opportunities for career advancement (e.g. earning, experience, compensation, satisfaction), (b) exciting and value work to be done, (c) a positive and supportive work environment in which they will feel appreciated, and (d) identification and association with an organization that is widely-recognized as a “good citizen.”

“Growing” leadership at all levels and in all areas of operation. People will follow those whom they trust and respect. They trust their character and they respect their abilities. They want to be associated with winners, to be part of a winning team. Invoking horticultural terms, “growing” leaders requires development of the most nutritious “soil” (i.e. the workplace), “planting” in the right location (i.e. strengths in alignment with work to be done), occasional “pruning” (i.e. elimination of distractions), and constant nurturing (i.e. encouragement, constructive criticism, recognition).

Engaging employees. According to recent Gallup research, only 29% of the U.S. workforce is positively engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, “mailing it in,” coasting, etc. What about the other 16%? They are “actively disengaged” in that they are doing whatever they can to undermine their employer’s efforts to succeed. Employees must be convinced that it is in their best interests to become then remain positively and constructively engaged.

Establishing and sustaining an “innovation culture.” Once again, the horticultural term “soil” is relevant. Innovation is possible (will “bloom”) only in a culture that encourages and supports prudent, carefully-considered, and small-scale experiments. Lots of them. Each so-called “failure” is in fact viewed as a precious learning opportunity. The questions “What if? And “Why not?” are constantly asked.

Comments, questions, requests, or suggestions? Please share them. They will be most welcome and I thank you for them. Best regards, Bob