High-Commitment High-Performance (HCHP) Leaders

High-Commitment High-Performance (HCHP) Leaders

How can CEOs under fierce pressure from capital markets avoid the trap of focusing solely on satisfying the shareholders? In the HBR of July-August 2008, Eisenstat, Beer, Foote, Fredberg and Norrgren of TruePoint present some useful guidance on how “High-Commitment High-Performance (HCHP) Leaders” are able to resolve the tension between people and performance:
1. They feel personally responsible to act as stewards of their firms’ future.
2. They earn the legitimacy to hold the strategic and moral center by a. Earning the trust of their organizations through open communication b. Being deeply engaged with their people c. Establish a focused agenda for change d. Building collective leadership capabilities
3. They develop an emotionally resonant shared purpose with a three-part promise: The company will a. Help build a better world and b. Help deliver a performance employees can be proud of c. Provide an environment in which they can grow.

		Ali asghar Mazinanian, Iran
	Responsibility & profitability The culture of the companies including the company policy makers must emphasize the establishment of criteria that resu...

		Ashraf Gamal El-Din, Egypt
	CEO Role The CEO role should be to maximize shareholder value in the long term. The Chairman and the Board must always keep sure ...

		Carlos, Spain
	Profit & Responsibility A company must be profitable not only in order to survive but also in order to create wealth that must go back to societ...

		Muhammad M. Seleem, Egypt
	Stakeholder Theory Stakeholder enrichment is a consequence of shareholder-value and not an exclusive corporate goal. According to Young & O...

		Steve Smith, England
	Stakeholder Value Perspective People who invest their money in companies do not do so for the "social responsibility issues" unless they have targette...