High-Commitment High-Performance (HCHP) Leaders


 
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High-Commitment High-Performance (HCHP) Leaders
Jaap de Jonge, CEO, Netherlands, Editor
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
 

 
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