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Creating
the Extraordinary Organization
For CEOs
and Executives
Consulting
Partner
As we work
with companies, we often encounter the fact that many
managers are not actually, truly engaged with the company’s
objectives. A recent Gallup study of over 800 companies and
over 8,000 managers found that 78% of them were NOT engaged
in the growth of their companies, but were struggling to
maintain the status quo.
Even worse, 13% of the managers were found to be actively
DIS-engaged, meaning that they were actually working AGAINST
the company. And these are managers, not the line and staff
people, but their leaders.
There are
other challenging statistics, such as the fact that,
according to the NY Board of Trade, 98% of
mergers/acquisitions fail to produce the results that their
principals intended.
PROACTION
encounters these issues during various kinds of projects and
assignments, often especially visible during software system
implementations, lean management initiatives, and other more
obvious attempts to introduce change.
CEO2 has a unique process, developed through work
with over 300 corporate CEO’s and dozens of organizations,
both private and public, that achieves the following:
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Development of a true, authentic vision by which the
company is led (and managed), starting with the CEO.
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A process
of bringing not only the key managers, but line and
staff people into true alignment and meaningful
ENGAGEMENT with this vision.
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A
go-forward process to keep this engagement at a high
level, and continuously provide “course corrections”
that over time, truly transforms an organization, and
enables it to achieve truly startling results.
This work is
often called, erroneously, “soft-stuff” as if only the
“hard-stuff” has true work relevance. Work and management
is not a contest to see who can stand the most pain and
punishment, although some companies are run as though this
were the case.
We
remind the reader that one of Edwards Deming’s 14 points
(paraphrased) is that “Management must drive fear out of the
company so that everyone may work FOR the company.”
This
website
has the full 14 point list. All professional managers and
leaders should know this list, as it summarizes how
previously uncompetitive companies, such as Toyota, came to
dominate their markets.
When
researching the true reasons as to the enormous, undeniable
success of Toyota and Honda, to name a few, one finds that
it is how they manage and truly lead their people that has
much more power and endurance than the details of
just-in-time production, quality methods or other
“techniques.”
If people on
an improvement work team are not truly motivated, they will
accomplish little, if anything. It is only by inspiration
that people are led, and the CEO2 methodology
goes to the very heart of this issue – how does the CEO, and
other managers, truly lead so as to inspire their
people to truly do and give their best? How do they inspire
themselves to lead?
We (Paul Deis)
have personally experienced major portions of the CEO2
methodology. It is powerful and profound, at both a
personal and professional level. In a review of scientific
research upon which this methodology rests, one will find a
large, solid foundation supporting how it achieves the
results that it does.
CEO2’s
leader, Tom Voccola, is the author of an excellent book,
“The Accidental CEO,” which explains his firm’s methodology
in more detail, and in a way that enables the reader to
“get” its meaning and power. We have read it and can
enthusiastically recommend it as “required reading” for all
management and business professionals.
For further info, just contact us:
Phone: (818) 706-0160
Note: You
need to type the e-mail address manually as we are no longer
leaving active
e-mail hyperlinks on our website in an attempt to reduce
the amount of spam
we receive daily. Thank you for your understanding.
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