As organizations move into the 21st Century, Leadership must itself transform as organizations today are facing a significant increase in the rate of change and greater complexities in the issues, opportunities and challenges people and organizations face.
To Realise What The Challenge Is For Leadership, Let’s Look At Why CEOs Get Fired
Here is a landmark study and the key reasons why CEOs and Sr. Management get fired and what really matters as organizations in the 21st Century seek changes from the old ways of their ancient hierarchical structures to meet these new complexities and challenges.
Leadership Styles Are Often Why CEOs Get Fired
A landmark study by: Mark Murphy,Forbes
“It’s a long-held belief that CEOs get fired (or forced to resign or retire under pressure) because of “current financial performance. But one of my past studies found that’s wrong. My team and I interviewed 1,087 board members from 286 organizations that fired, or otherwise forced out, their chief executive. And we found that most CEOs get fired for “soft issues.
Thirty-one percent of CEOs got fired for poor change management, 28% for ignoring customers, 27% for tolerating low performers, 23% for denying reality and 22% for too much talk and not enough action.”
“It’s important for CEOs to understand both their own leadership style and the leadership styles that work best in their organization’s culture. Because if there’s not a great fit, the CEO could be in real trouble”, states Mark Murphy .
Thus, the ‘fit’ between Leadership style, competencies, relatability and current culture is critical.
Taking the findings of this study a bit further, even more critical (IMHumbleO), is how people relate to the CEO / Sr. Management in the current culture, their abilities to transform the current culture / organization, and their abilities and competencies to manifest the emerging culture.
Thus, effective and relatable Sr. Leaders need to be able to walk that fine line between ‘current’ and ‘the emerging culture’, and be personally relatable in both.
In addition, in this cornerstone research, one statement kept my attention:
“Thirty-one percent of CEOs got fired for poor change management“
Hmmmmmm… just thinking here…
Do leaders need to ‘manage change’, or do they need to be able to ‘manifest change’?
To manifest: to show, influence (a quality or feeling) by one’s acts or appearance; demonstrate, do, display, show, reveal, establish, become visible or obvious.
Maybe, we also need to think differently about the dynamics of change itself?
- Maybe we have to think differently about change – a different mental and emotional framework. Are our thoughts encompassed by ‘planned or managed change’, or the understanding of ‘other forms of change’?
- Maybe we have to understand the dynamics of change before we can better influence, move with, or adapt to change.
- Maybe we need a different vocabulary about change itself. Words influence and convey how we ‘see’ things. How we ‘see’ things is how we design organizational relationships, structures, systems and processes that influence the desired change.
- Maybe we need to move from our traditional set of leadership attributes, styles and competencies of planned / change management, and traditional hierarchical leadership to something else that entails a different set of leadership attributes, styles and competencies for the leadership of people and organizations.
And again, this brings us to something different → ‘Emergent Leadership™‘.
A Comparison Between Typical Hierarchical Leadership
And Emergent Leadership™
So, some more to think about for the 21st Century → Emergent Leadership™.
I will be writing more about the attributes and competencies of Emergent Leadership™ in the near future discussing the why, what and how such manifests new forms of organizations for the Modern World.
I hope you got something out of this simple write-up.
All the best,