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(I-SoftwareNews.Com, June 29, 2013 ) Orlando, FL -- A new joint study out of California is showing that CEOs are doing a poor job at handling their personnel.
The study out of the Center for Leadership Development and Research at Stanford's Graduate School of business, in tandem with the Stanford's Rock Center for Corporate Governance and The Miles Group of New York, has found that CEOs and the boards they are on focus far too much on the bottom line. This pointed focus comes at the expense of the mentoring, engagement, and cohesiveness of the boards themselves. A new survey polled 160 CEOs and directors of North American companies, both public and private, to come up with the results.
One of the questions for the respondents: Ranking the top weaknesses of the CEOs. Both mentoring and and board engagement were the first on people's minds, tied for first. “This signals that directors are clearly concerned about their CEOs’ ability to mentor top talent,” said Stephen Miles, CEO of The Miles Group, in a statement. “Focusing on drivers such as developing the next generation of leadership is essential to planning beyond the next quarter and avoiding the short-term thinking that inhibits growth.”
The outcome is predictable and obvious to some. Boards have been preoccupied with the bottom line and meeting quotas since they came into full swing. That said, the study has found that the attention given to talent development has dropped off considerably since years past. The survey looked at how CEOs weighed the various aspects of a company's performance. Of all items, 41% stated “accounting, operating, or stock price performance” was most important. A mere 5% noted “succession planning” as the most important, while 2% noted “workplace safety.”
Researchers noted that CEOs should look to reach beyond the numbers and care about management. A pair of supplemental stats underscored how CEO's are failing their company members. When asked about CEO strengths, 70% rated “decision-making skills” at the top, while only 27% noted “compassion/empathy,” and 23% noted “mentoring skills and development of talent” as strengths. Under a quarter of all respondents, 23%, noted listening skills. The lowest-rated skill of all was “conflict management.”
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Harrington Group International, LLC
Rick Harrington, Jr.
407 382 7005
rghjr@harrington-group.com
Source: EmailWire.Com 
Source: EmailWire.com
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