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Jaap de Jonge
Editor, Netherlands
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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. (...) Read more? Sign up for free
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Ali asghar Mazinanian
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Responsibility & profitability
The culture of the companies including the compan (...)
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Ashraf Gamal El-Din
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CEO Role
The CEO role should be to maximize shareholder val (...)
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Carlos
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Profit & Responsibility
A company must be profitable not only in order to (...)
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Muhammad M. Seleem
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Stakeholder Theory
Stakeholder enrichment is a consequence of shareho (...)
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Steve Smith
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Stakeholder Value Perspective
People who invest their money in companies do not (...)
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