The company had two unique corporate headquarters and to the present day there stands only one.
At the office in Boston, unless the person worked on that floor it wasn’t possible for him/her to get on the executive floor.
For the present day, everyone’s badge can be used on the floor.The coffee machine is also moved outside to allow easy access for everyone. Now nearly everyone can stop in and throw the casual greetings to the CEO.
The above experience was shared from CEO Linda K. Zecher of Houghton Mifflin Harcourt. The lady has been very recently profiled by Adam Bryant in his interview series which is published on a weekly basis, in the Corner Office in The New York Times.
By this article, one can have an unobstructed view of the C-Suite. For the ones in the HR professionals, it is a must read and even for the ones who look up for acumen from their senior in their leadership and the thought process.
How a difference is spotted?
After reading the article of Linda Zecher, people gave thought to their own experiences, and it was very opposite of what she had kept it as her vision. In the view of the common others, it was seen that what change the new CEO brought in was an established new executive floor and not a regular floor anymore.
There were certain changes made there in that new executive floor with respect to the furniture, paintings and a prevailing implicit rule stood, for others to keep away from the floor if there was no business of theirs involved there. All that everyone could realize was that; it was an advent of a downfall that too of a cultural genre.
When a person is assigned an acronym as their title, this is considered as a march of a superpower, someone dominant who if unveiled reveals not the super authority seal but that of the CEO or THE “VP”.
This reminds of a person who was a friend; the guy would never complete a conversation without throwing out his respective new title which he had attained. He was the team leader who would never pay heed to his fellow teammates and carried the arrogance of his title.
This gesture could have been an attribute which brought in more power to that person who continually mentioned it on his own accord, as the person might have been suffering from regular disbelieve of his attained high post.
The part which was important –“the soft things.”
With senior level leaders, it is principal to look at the soft skills after taking care of the job skills.
Working together with the team, as a part of the team is a very vital aspect in any organisation. Any individual contributor has to sell his/her ideas to the group. The part where everyone is convinced, an essential part as for example being a technical expert and failing to motivate the people along with whom you work would mean nothing practically. As the work is always a joint effort and a mixed endeavour, it has to be done by everyone’s consent.
With the barging of social media in our daily life, it has become necessary to text more rather than striking a conversation. The preference of people has changed a great deal as in to hide behind emails rather than picking the phone up the phone and giving a buzz to others.
The launch of a new software app ensured to increase the employee engagement. It called for a user to send ‘thank you’ greetings to the fellow workers. The very first thought about the app was if such a reminder was needed to thank a fellow worker for the appreciable job done!
It is still an unsure notion if a technology is needed to shove the simplest human interaction down one’s gut.
Technical skills are definitely necessary to get the job done, so are the soft skills to get the job done exceedingly well.
Minding ones’ own business
One of the essential skills needed by a group leader is to make the team work together and at the same instance work according to the need of the work structure.
However, many of the leaders do follow the ‘doing-it-all-by-myself’ rule.
This kind of attitude brings the death toll of leadership. As guiding the others, is the role of the leader.
It does not count if one is the CEO of the company or a simple project leader. The role of a leader does not entail hovering but something beyond that.
There is a formulated 3-legged tool for today’s leader:
Leadership has to be mastered until and unless the internal balance of the team is maintained in a technical, occupational and interpersonal way. There is an enormous setback in the required equilibrium if this balance is not achieved.
This very aspect becomes quite difficult to attain as soft skills are considered as secondary requirements and a huge number of people find themselves to be experts as far as job skills are concerned only.
The act of balancing is the toughest and connecting to the direct reports is taken to be the most crucial part of the career as well as for the success of the organisation.
As in a company there can be people of different nationality, they only want to be respected regardless of who they are and where they all come from.