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• Dear evaluator Chief executive officer is the first person in indian context explicitly coperative but at times of dynamic decisions and creative decisions prefers to be more conservative. systematic observations found risk averse implicitly. submitted modestly nookala rambabu

  Posted 15 April 2010, 10:58 by prof.nookalarambabu

• I believe the key to finding, keeping and developing great managers is to use the culture of a company (as embodied by the values of the board and CEO) as a template for identifying existing or incoming executives whose values and personalities are aligned. Those of us who have been lucky enough to have worked with kindred managers know what it’s like. They exercise the same value judgement in making decisions, they treat others as you would, they don’t wait to be told or asked, they just do, which you as CEO enable (set free) because you know they will do as well as or better than you would or could. CEO’s need to demonstrate and live their own values and be prepared for the multiplicity of similar efforts. It’s exciting, liberating and explosive.

  Posted 14 April 2010, 02:52 by Mark Southall

• 100% agree with you on this topic. Great article!

  Posted 12 December 2009, 11:46 by John Taibi

• I couldn’t agree more. most employers though do not have the guts to create this kind of environment. There needs to be a paradigm shift from the top and smart trust should be the outcome. Trust your managers, give them enough operating space and watch them take your company to a whole new level. Innovation will thrive in an environment like that.

  I know you must be wondering, will they not abuse the trust? Some will but the majority will do their best to make sure trust levels are as high as possible. For those who do, it will not be long before they exit on their own

  Posted 1 October 2009, 05:17 by Ben

• There are all kinds of people.

  And no one’s life long dream is to be a manager of someone else’s business. Or is it?

  So If this will enable managers to live a life of fufillment. I think you are right on.

  We need that.

  But companies need to reward their managers and employees more often.

  And it doesn’t always have to be something with a price tag attached.

  For You, from a friend,

  http://www.mayyoubeblessedmovie.com/

  Caroline

  Posted 24 March 2009, 01:59 by Caroline Schukraft

• Hello Stan, I so appreciate you talking about values. In a business world mostly obsessed with exteriors (tangibles), it is refreshing to see someone value the interiors (intangibles), as we will need both interiors and exteriors to formulate truly comprehensive management strategies for the future.

  When you write: “Can companies trust their managers to remain committed to the enterprise if they’re free to live their values at work?” I would answer: emphatically yes, without a doubt they can. Where it looks like you and I part ways is when you then fill in what those values should be: “They can if they allow managers to pursue true fulfillment and to realize deep connectivity and purpose.”

  I disagree with you because I believe in level-wise development of values. Developmental scholars, many at Harvard, (Kegan, Cook-Greuter, Kohlberg, Gilligan, Graves, etc.) have shown that the human mind evolves toward greater complexity. It is not about accumulating knowledge, or what you think, but a fundamental shift in how you think: each time you evolve toward a higher mental altitude you have a broader, more inclusive view and can thus account for more of reality.

  This shift toward a progressively more inclusive view has a direct impact on what an individual values… the correlations could not be more clear. What that means is that people operating at different levels value different things. This research highlights the fact that there is no one set of monolithic values in our people, rather there is a kaleidoscopic diversity of values, and if we want to empower our people to live their values at work, we absolutely must account for these well-researched levels of development.

  Thanks for the thought-provoking post and good luck with your book on emotional commitment among managers!

  Posted 5 March 2009, 15:49 by Annie McQuade

• I tend to disagree to the views presented here. Chaos is required but with some order.

  I am not against having chaos in the organisation, however, chaos needs to be “created” within the defined boundaries (read value system) of the organisation

  I strongly believe that we can make managers deliver more if we allow them to operate with sufficient decision making room within the defined value system of the organisation.

  One way to achieve this is to work towards the self organising mechanism ; eliminate rigidity in the structure, reward people on sharing internal and external bad news, and finally define a clear value system of the organisation which acts as a referencing point for employees every time they need to take decisions.

  Posted 5 March 2009, 08:17 by Amit Dakshini

• I am convinced with your point of concern.Its really hard to organizations to consider emotional quotient of managers, who are in large number.We know one can’t define qualities and values.

  Posted 3 March 2009, 23:21 by Raghu Ram

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