Chief Enabling Officer

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Seven Surprises for New CEOs > Best Practices > Chief Enabling Officer

Chief Enabling Officer
Sylvia Grant, Consultant, Australia, Member
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 (...) Read more? Sign up for free

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


Seven Surprises for New CEOs
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