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“L iterally nothing a CEO or CHRO does will authentically, structurally, and sustainably change the value of your organization more.” To maximize outputs and outcomes, leaders need to become great managers of managers and together create “great jobs.” Reaching our personal peak (Part 3)
Management is a process to organize and coordinate activities to produce defined outputs. In the target logic model for work today, leadership is responsible for providing the highest quality of “inputs,” in this case employees, including principals and managers. Leaders are also responsible for creating the conditions necessary to realize the “outcomes” of greater organizational growth and profits and a thriving culture that reinforces production. “It’s impossible to engage, grow, and inspire others when those responsible are not engaged, growing, or inspired themselves.”
Th is is a statement from the recently released book written by Jim Clifton, chairman and CEO of Gallup, and Jim Harter, Ph.D., chief workplace scientist for Gallup, based on their research and more than 30 years of data, to help workplaces thrive and produce something the whole world wants. What they are referencing is “improving your ratio of great to lousy managers.” Th e key to this, however, rests solely with leaders. IT’S BOTH. To succeed today in any position of authority we need to both lead and manage. Leadership is a role to establish a clear vision for a mission that inspires others to follow and then enable achievement through times of both conflict and harmony.
Peter Atherton
See PETER ATHERTON, page 12
THE ZWEIG LETTER November 18, 2019, ISSUE 1321
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