“What is your advice?”
They asked after complaining about the "BLAIMING CULTURE". I acknowledged the unfortunate behavior and advised them to be patient as all indicators promise a better future.
“Are you saying that there is no immediate solution?”They asked desperately.
“Oh yes, there is of course a simple yet difficult solution” I replied and added “cause we are not ready for it as we are still emotionally driven. Unfortunately, we don’t like our authorities to be challenged or criticized”.
“What if you were a CEO, what would you do different?” they asked.
“I would adopt an Operating Model that empowers the organization while strictly adhering to the established corporate codes and core values” I replied.
They correctly did not like my textbook response and challenged by asking “Could you elaborate please?” So I added:
“As a CEO, I would ensure that all management teams seek to equally satisfy my expectations, their staff's and their responsibilities as follows:
1. I would empower the staff and let all management teams to be elected within. For example, divisions under me will chose their own Unit Heads, Section Heads, Department Heads and Division Heads (my direct reports). So, only the trust worthy with good track records would be chosen.
2. I would empower the staff and allow them to re-elect their management teams annually. So, there would be no place for losers and falsifiers.
3. I would empower my direct reports by requiring Board of Director’s approval before I terminate or warn any of my direct reports. The Board would fairly listen to my claims and my direct report’s defense before making any judgments.
4. I would empower the staff by requiring the CEO and his management teams not to make any decision before consulting their respective teams and recording the results. The final decision and the full responsibility would be of the CEO and the management teams.
5- I would collect all teams in the organisation in charge of monitoring effectiveness of governance and effective implementation of corporate's core values under one division. This new division will report to me and the the board of directors.
As a result of the above Operating Model:
A. The CEO and the management teams can no longer blackmail their direct reports.
B. The CEO and the management teams can no longer blame their staff without justification.
C. The CEO and the management teams can no longer violate corporate codes and values.
D. The CEO and the management teams can no longer say different than what they do.
“Is this a proven Model?” they asked.
“More or less. But that should not matter as we are in the Future Accelerators era”. I replied.
The question is “Are we ready for it?”
