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A CEO’s Real Test Lies in His or Her Role to Engage and Motivate the C-Suite to Lead Their Teams



I believe that a CEO’s real test lies in his or her role to engage and motivate the C-suite to lead their teams. They need not be lone sharks to be seen as inspiring and leading the Company but be led by a team of dedicated and inspiring peers executing their plans and vision. Company workforce needs much more than the CEO; it needs its executive management to lead them on multi fronts.

We understand that the CEO is the sole architect of the Company’s vision but to carry out the vision, CEOs needs their C-suite peers to engage and execute the agenda outlined in the vision entirely.

These members must take this as a mission-critical agenda that is encrypted in their heart by respect and faith in their leader. It must not be a case of orders taken from the boss but a privileged posture.

These executives are expected to be sharp executioners with a defined path and collective resolve with shared vision and values that organizations have adopted. Executive leadership cannot afford to deviate from the path set forth by their CEO but have to build workforce engagement and activism on those lines.

Values embodiment by C-suite is paramount as the CEO impact will go in vain if the C-suite chooses to deflect these values.

A right leadership role demands it to cement the vision based on strong values that are co-shared and owned mutually by all. These values in fact, bind the team with a common resolve to succeed and lead their teams and their colleagues.

Values embodiment by C-suite is paramount as the CEO impact will go in vain if the C-suite chooses to deflect these values. It often results in a disconnect between what is professed and what is practiced. A common issue is seen in many companies with paradoxical posturism from leadership.

In such cases, even the most powerful CEO’s fail, their messages and serious intent are lost in rhetoric because their executive leadership actions go in disarray against the core values set forth by the CEO. This leads to dismay and widespread distrust among employees.

At EFS, we have tried our best to build trust in something very specific, and that is self-good. We have been attempting to align individual goals and ambitions to the shared organizational vision, where there is a common good of all.

From my perspective self-good in high values organization will automatically promote the larger good of the Company. In EFS, we tried propagating self or individual interest at the centre stage of organizational sustainability. I believe this will eventually result in the larger good of the organization.

Employee wellbeing is a conventional approach to build outstanding organizational sustainability. However, suppose it is focused on self-development and overall wellbeing from all aspects of self-actualization such as health, family, happiness, financial security and professional development. In that case, this brings a quantum leap in employee engagement.

Approaches mentioned above indeed helps to build a robust organization and the very objective that any business organization seek, commercial prudence and long-term sustainability.


Source: LinkedIn

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