@rah
more from that month
Not shared a business thing for a while One of the problems with large organisations is that CEOs are not usually of the personality type to admit they might make a mistake or even on the rare occasions that they do have it within them they are unable to communicate it as it is perceived as a sign of weakness which could jeopardise their position It's tough at the top too.
3 comments
I think it's more connected with the culture of the organisation. If there is a mistake embrace culture ... like it's OK for everybody to make a mistake, but don't tolerate the same mistake again ... it can be a great way to easy the pressure (and boos up productive stress, and real communication) of members, but otherwise, unfortunately, the look of strength it's more important than the strength itself. Because let's face it... only leaders with authentic strength can admit they were wrong and also they now how does it happened and why. So yeah, tough at the top, but also an opportunity to forge tougher character... Thank you for the "business thing" all the best wishes! >D
Oh I dont like the don't blame but resolve culture too because it goes too far and raises questions concerning accountability. There must always be accountability, without which there is excess
Not every level and every company of course ... I think it depends on the industry... not taking an opportunity because the fear of punishment ... sometimes it's more costly than the "simple, standard" mistakes. Empowerment must be implemented in the daily operations, not just as idea in the boardroom. For starters> ... you can make whatever you want, if your possible mistake can be covered with your next paycheck ... (additional modelling and test is required, obviously.) >D