One of the most dangerous things that can happen to a CEO is losing touch with what’s really going on in his organization or business. CEOs who limit their contact to only C-level execs or even D-level are asking to lose touch with their company.

Others go to great lengths to stay in touch.

“Many CEOs talk about spending time on the front lines. But few take it as seriously as Arkadi Kuhlmann. In early September, the CEO of Internet bank ING Direct USA traded the quiet, spacious, warehouse-chic digs he shares with three other C-suite members for a noisy corner desk in the call center.

Kuhlmann’s new “office”–an oval table at one end of the vast open room, complete with file cabinets, two halogen floor lamps, and a cubicle for his assistant–has energized the Wilmington (Del.) call center staff, say the floor’s supervisors. And of course, it keeps him close to customer issue…. Trips back and forth to his desk–he passes at least a dozen customer service reps on the way–also give him the chance to make impromptu pep talk…. There are other, symbolic reasons for the move. Kuhlmann, who also sat in the marketing and lending departments, believes “nesting,” or decorating desk space, can encourage territorial, silo thinking. Uprooting himself is a way to remind employees that to stay innovative…”

Staying in touch is a major reason to practice management-by-walking-around, just remember that you’re there to listen, not just give pep talks or suggestions on how to do the work.

The more you really listen, without clarifying/excusing/refuting, the more you’ll be trusted and the more information people will share with you. However, if you retaliate in any way, i.e., kill the messenger, even once, then trust is broken and fixing it is very unlikely.

This doesn’t mean that you condone untruths or political manipulation, but it does mean that you deal with it in a careful, considered manner, not instantly reacting or with an off-the-cuff comment.

Everyone should think before talking or emailing, but as you climb higher in your career “should” changes to “needs to” and that changes to “must” when you’re at the top.

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This entry was posted on Monday, October 22nd, 2007 at 11:54 am and is filed under Business info, Communication, Culture, Motivation. You can follow any responses to this entry through the RSS 2.0 feed.
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