Too many CEOs seem to believe they are in charge of an espionage operation instead of running a company. Having spent my first four years out of college teaching at the Naval Nuclear Power School, I understand the need for secrecy in some cases.
Now that I’ve covered a model for understanding corporate culture and some ways to create a good one, the next question many CEOs ask is: “Can I measure my culture?” The answer is yes.
In my first CEO role I intentionally sought out another CEO in Austin as a peer, because his company was in the same general industry as mine. We would often run into each other at events around town or at industry trade shows.
So far in this series I’ve covered seven of the 10 measures that I found helped me build high-performing cultures in my companies by putting the SCARF model into practice:
Private offices for all employees
An open meeting policy
Having an anonymou
In my latest article for Forbes.com – How Do You Evaluate CEO Performance? 6 Ways To Grade The Chief – I discuss a scorecard I developed to help corporate boards objectively evaluate CEO performance.
Here is a demographic breakdown of CEOs hired in 2012, from Booz & Company’s 2012 Chief Executive Study.
Last week I outlined my first three measures in creating a high-performance culture: Private offices for all employees, an open meeting policy, and having an anonymous feedback mechanism.
Some companies, if you wanted to put it into a single word, they have a conqueror mentality, and we have an explorer mentality.
Photo credit: Wikipedia
I just completed my three-part series about how CEOs can model culture and influence it using the SCARF model (employees’ perceptions of Status, Certainty, Autonomy, Relatedness and Fairness).
The Problem with Executive Isolation
This article from CEO.
