Behind nearly every major business catastrophe—from Theranos to scandals involving Wells Fargo and Boeing—is a leader who wasn’t listening to their employees. How can CEOs encourage people to speak up, and how do you know when to react to the problems they raise?
The CEO is called upon to make the most difficult and consequential decisions of anyone in the organization. But at the same time, the CEO cannot make every decision him or herself. This week, Joel discusses when a decision is the CEO’s to make and when it’s a better idea to delegate the decision to another person in the organization.
We talk about caring being one of the essential ways that CEOs build influence with their teams. In a time when the CEO is looking out for the survival of the business, how can they also show that they care about their employees’ as people? How can they demonstrate that their putting the well-being of the organization as a whole before their own self-interest?
The CEO has multiple challenges when it comes to getting feedback and understanding how well they are doing in the role. First, people in the organization may be reluctant to tell them the unvarnished truth. Second, their only real “boss” is the board, with whom they likely meet infrequently. How can the CEO identify their strengths and weaknesses as a leader and work on improving?
Many US workers are now in a fourth month of working remotely—and for many people, it’s going well. Are open-plan offices a thing of the past? And how do managers and leaders fulfill their roles when their team may be offsite for the foreseeable future? Joel discusses that and more on this week’s episode.
Over the past week, every state in the US has seen protests following the death of George Floyd at the hands of the Minneapolis Police Department. This week, Joel discusses this tragic circumstance and what it might tell us about leadership—or the failure of leadership—in police departments and in the country more broadly.
One of the things on most CEOs’ minds right now is managing expenses when the business may be experiencing an unprecedented slowdown. Headcount is one place many organizations have had to pull back on, but what other items should CEOs be thinking about to control costs?
As the health and economic fallout of the pandemic continues, CEOs face a challenge in their role as the public face of the company. Today, Joel discusses tips for making public statements when the company’s situation going forward is unpredictable.
The logical question after an unprecedented, months-long economic shutdown is: “When and how to we reopen?” In this episode, Joel discusses the challenges we are likely to face in the months to come as business leaders deal with the second-, third-, and fourth-order effects of the COVID-19 pandemic.
For many leaders, company culture feels especially fractured right now. Most employees aren’t at the office, everyone’s feeling uncertain, and the future is a haze. How can the CEO sustain a strong culture in such adverse conditions? We discuss just that in this week’s episode.