Sunday, July 30, 2023

Leadership Best Practices - Jay Holstine CEO peer group discussion

 

Leadership Excellence – is the objective of Jay Holstine’s CEO peer group workshop Becoming a more effective leader was the emphasis of the Dallas CEO group chaired by Jay Holstine. “New research, insights and expert analyses of success factors were the center of discussion at our CEO workshop. Turnover is costly. You don’t want your company to be the 1 out of 3 companies having to replace a leader, and suffer shareholder market loss. It’s imperative to know the leader traits that create success and lead to the best performance in the CEO role,” said Jay Holstine. “Leading business and economic schools’ research reveal that the stereotype of the strong, confident, out-going, white, male candidate is not the best target, despite the historic trends of these inclinations. For one example, introverts are actually more likely to surpass hiring expectations. Education pedigree was another surprise: there was no correlation of an education from an elite school resulting in a superior performance: few of the actual top performers had ivy-league-educations, and some of the high-level performers did not even graduate from college,” Holstine mentioned. “The best news is that there are some valuable essential traits and success factors that boards can target in selecting the best leader,” Holstine added. Decisive - providing timely, concise decisions “You don’t always have all the information you need, in typical business decision-making scenarios, but high-performing CEOs still make decisions earlier, quicker, and with conviction,” Holstine shared. “One of our members said that the pursuit of the perfection often gets in the way of important action,” Holstine said. “The question to ask is if this waiting for new or remaining information outweighs the potential damage of delay. Basically, not making a decision is simply decision-by-default,” Holstine added. “While most decisions can be undone if necessary, lack of direction, and lack of confidence can weigh a company down,” Holstine said. “Interestingly, among leaders who were let go because of decision making, the vast majority of reason was for indecisiveness, rather than for making a bad call,” Holstine added. Managing conflict with adept confidence “Successful CEOs are not averse to conflict. They garner internal support by instilling confidence that they will lead the team to success, even if that entails contention. The avid leader understands that business is not without some disagreements, and they are comfortable dealing with conflict. They listen, and give those involved a voice, but not necessarily a vote. While consensus can good, it can turn into the lowest common denominator. Strong CEOs are not spending their time counting votes and worrying about being popular.  Discover More.

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