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Lessons To Be Learned From The CE’s Experience

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Lessons To Be Learned From The CE’s Experience With the benefit of hindsight being 20-20 we are always wiser. Obviously, the CE in the case made some fundamental mistakes in attempting to grow the business and take it in new directions. New CE’s will want to start raising performance levels through a strategic change initiative. That being said, this particular CE’s course of action was something that many Chief Executives do everyday in business, especially as it relates to making a strategic vision their vision and not a wider, group vision, with the appropriate inputs and support from key people. Often, the consequences of such actions means having the CE’s head on a platter i.e. he is fired, in spite of whether or not the new strategy ends up working and yielding profitable results. The first step would be to look at some of the resilience-questioning put forth in the Margolis article (Margolis, 2010). Specifying: What aspects of the situation can I directly influence to change the course of this adverse event? Certainly, the CE felt that he was very much hands-on and believed that he could directly influence the whole situation. I think in that sense he over-reached and did not appreciate that he could only directly influence some aspects but not others. The CE also did not step back and do Visualizing: What would the manager I most admire do in this situation? And, a big problem was as it relates to Collaborating: Who on my team can help me, and what’s the best way to engage that person or those people? Granted, the CE did spend some considerable time addressing the problems, gathering data, talking to people, and shaping up his plan. But, his plan was not being fully or properly implemented because it was seen as the... ... middle of paper ... ...rvard Business Review, 88 (½), pp.86–92. Pye, A. (2005). ‘Leadership and organizing: sensemaking in action’, Leadership, 1 (1), pp.31–49. Adversity Quotient: Peak Learning. Retrieved from: http://www.winstonbrill.com/bril001/html/article_index/articles/501-550/article517_body.html (Accessed 20 March 2012) Works Cited Conklin, E. J. & Weil, W. (1997) ‘Wicked problems: naming the pain in organizations’. Available from http://www.leanconstruction.dk/_root/media/15.pdf Margolis, J. D. & Stoltz, P.G. (2010) ‘How to bounce back from adversity’, Harvard Business Review, 88 (½), pp.86–92. Pye, A. (2005). ‘Leadership and organizing: sensemaking in action’, Leadership, 1 (1), pp.31–49. Adversity Quotient: Peak Learning. Retrieved from: http://www.winstonbrill.com/bril001/html/article_index/articles/501-550/article517_body.html (Accessed 20 March 2012)
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