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Chief Enabling Officer

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Sylvia Grant
Consultant, Australia

Chief Enabling Officer

In a predominantly knowledge-based organization, it would be more productive for a CEO to see himself as a 'Chief Enabling Officer', and adopt the philosophy of the book "Employees first, customers second" by Vineet Nayar.
The CEO as chief enabling officer would use his/her position to empower personnel in a knowledge-based organization, encourage innovation, employee participation in decision making, idea development, skills transfer or cross-skilling, and lead the synergies towards excellence in customer service. A confident CEO would also encourage employees to participate in problem solving, even at the highest organizational levels, eg a CEO could have a website where he/she could describe problems and invite suggestions for their resolution.
Vineet Nayar's book is particularly relevant because the author shares his own experiences, and demonstrates that this approach is effective. Under the leadership of Vineet Nayar, HCLT has been voted the ‘Best Employer in India and Asia’ by Hewitt, the ‘Best Employer in UK’ by CRF, and also won the ‘Workforce Management Optimas Award for Human Resources Innovation’ in USA, was rated among the ‘World’s Most Democratic Workplaces by WorkBlu’, and was recognized by Fortune as the ‘World’s Most Modern Management’.
I am not easily impressed by either books or new ideas - however, Vineet Nayar's book [Employees First, Customers Second] is like a breath of fresh air. In today's knowledge-based organizations, where more and more employees are Gen-Y who would absolutely reject the 'Command and Control' leadership style, Vineet Nayar's approach becomes even more relevant. The fact that he has actually put his ideas into practice makes it all the more significant. Employees of service provider organizations these days not only come into direct contact with the customer, but also with the customer's employees. I believe it is not difficult to accept the fact that employees who work in an environment that is energizing [rather than enervating], dynamic, and facilitating, within a culture that is inclusive and transparent, are employees who practise personal discipline, thought discipline, and action discipline.
 

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More on Seven Surprises for New CEOs:
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Discussion Topics
👀Chief Enabling Officer
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topic Even CEOs Need Support from their Team
topic Even CEOs Need Time to Learn...
topic Undercutting CEO Power
topic Alternate Meanings of CEO: Chief Excitement Officer
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More on Seven Surprises for New CEOs:
Summary
Discussion Topics
👀Chief Enabling Officer
topic Don't underestimate the emotional and positional power a CEO has
topic Even CEOs Need Support from their Team
topic Even CEOs Need Time to Learn...
topic Undercutting CEO Power
topic Alternate Meanings of CEO: Chief Excitement Officer
topic Being a Chief Executive Officer (CEO) is Easy
topic On #6: Shareholder Pleasing is not the Goal
🔥 The Importance of Empathy, Gratitude and Generosity for (New) Leaders
topic 7 More CEO Surprises
topic CEO: the Strategist of Business
topic Combine Top Down with Bottom Up Thinking
topic Assimilating the Right Type of Information
topic The Top Leader's View: A Leadership Labyrinth
topic CEO's Dilemma: Infinite Business Possibilities in a Finite Company!
topic On #3: It's Hard to Know what is Really Going On
topic On #7: Even a CEO is Still Only Human
topic CEO is a Facilitator and Needs Followers
topic Surprises to a CEO: You Need to Deal with Undercurrents
Special Interest Group

SIG Leader

Do you know a lot about Seven Surprises for New CEOs? Become our SIG Leader

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Seven Surprises for New CEOs
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