This video is an excerpt from an interview conducted at the Monfort Institute, University of Northern Colorado, 2010.
Highlights
- Another key characteristic of the CEOs in our research study is they were system thinkers.
- They saw the enterprise as a system of functions that worked together to create value for the stakeholders vs. a collection of pieces and parts.
- All the CEOs in our study had figured out that being highly engaged enabled employees made much better products and services and create much better experiences for their customers consequently, the customers were more satisfied, they came back (repeat of business) and brought their friends with them (referral business), and consequently, they grew the top line (for the for-profit companies that were in our study) and so the investors were happy.
- Using an established survey, when we compared our group of CEOs that had led successful transformation with a controlled group of other effective leaders, we found that they were significantly more motivated to deal with and work with systems than the other effective leaders. For more on the attitudes and motivations research, see our research report that details the findings.
References
The concepts presented in the video are from my CEO Leading Transformation research. For more on these concepts, check out the two papers that describe and discuss all the concepts included in the leadership framework.
Latham, J. R. (2013a). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. Quality Management Journal, 20(2), 22.
Latham, J. R. (2013b). A framework for leading the transformation to performance excellence part II: CEO perspectives on leadership behaviors, individual leader characteristics, and organizational culture. Quality Management Journal, 20(3), 22.
