There
were 5 speakers talking about their start-up enterprises. All were remarkably different
and equally interesting.
Also
speaking was Sarah Jane Maxted Executive Director of the Massachusetts Institute of Technology Regional Entrepreneurship
Acceleration Program known as MIT REAP
It is
her first time in Australia and she outlined (not surprisingly), MIT work in
various regions throughout the world.
However,
it was a discussion with fellow attendees that had me thinking.
Not
surprisingly, when any group of people gather in a business environment, talk
turns to the revelations about the issues in our banking system.
One
particular conversation participant spoke about the need Executive Management
have to be fed “good news” and how this then makes its way to the CEO and Board
creating a very one sided impression of the overall business.
If
there are actual issues or concerns about the manner business is being
conducted, these tend not to be raised, or at best, are reported wrapped in false
positivity.
I
recall some years ago working in an environment where any semblance of
information in a report that was not “glowing” would be followed by a demand it
be deleted or re-written. Our Executive Leader and all their Fellow Executives
would simply not allow such information to be relayed to the CEO.
I was
fortunate because my direct Leader refused to play this game and insisted any
re-writing of the facts would not be performed by him.
Our
small group was alone in having such direct leadership.
We were
acutely aware that all other areas of the business were only reporting positive
information and were doing so because they believed this was what was wanted
and was necessary in order to be held in high regard.
This behaviour
proved damaging on a number of occasions, including major projects that were
being released in to production long before they were ready. Not surprisingly,
this impacted our client experiences.
I wrote
about Culture a day or two ago.
What
was being mentioned last night as a key issue in our banks over recent years
was similar to the environment I was in for a few years, some years ago.
If an
organisational Culture does not allow open and honest communication up the
line, it is significantly flawed and a negative outcome with severe consequences
is guaranteed sometime in the future.
If Executives
are obsessed with promoting a short term, shiny and always positive persona,
they should not have been appointed to the role.
Interestingly,
on short notice, I represented a Senior Leader during a business trip accompanying
the CEO. Over a two-day period, we visited major clients, hosted a function and
did the rounds of the local electronic and written media. A Senior PR person
was also in attendance.
Following
one media visit, the CEO commented that it went quite well and asked us what we
thought. I was second to answer and provided specific feedback as to what I
considered were significant areas for improvement.
I
completed my feedback and held my breath waiting to see if there were any
repercussions.
After
what was probably 5 seconds but seemed like forever, the CEO thanked me and
wondered out loud how many other people would have been prepared to provide
constructive but less than positive feedback.
The CEO
I refer to was certainly perceived as someone who only wanted positive
information and feedback.
My direct
experience with them is this was a long way from the truth and my comments were
both valued and appreciated.
However,
at some time they must have given a very different impression. Alternatively,
the executives recruited were simply the wrong people.
I suspect
it was a little of both.
Are
your Senior Leaders genuinely open to all forms of feedback and input and if
so, do they provide an environment where you feel comfortable and safe in
providing it?
I am
sure there are many Bank Executives right now that wish they had provided such
an environment.
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