How to improve your effectiveness as a senior manager and the performance of your organization?
Becoming a top executive in your insurance company took hard work, effort, and constant improvement. But once you took office, how much feedback did you get to be a better boss over time?
That is perhaps the big question that many senior managers of companies or organizations may be asking. By assuming a leading role in decision-making and the future of the company will require certain skills to help you solve the challenges that lie ahead.
Improving your effectiveness as a senior executive and at the same time improving the performance of the entire organization are clear objectives that must be met for the good of all and that are not difficult to achieve.
With an example of what bosses should implement in their companies, it is intended to find the necessary measures to be able to achieve greater control of the feedback process and increase their ability to develop their organization, skills and career.
Who is your coaching? And who really observes your behavior on a regular basis and tells you the things you don't want to hear? These are two questions that every top executive should ask himself if he wants to innovate and lay the foundations to better manage his functional area.
A senior executive at a midsize pharmaceutical company complained of having difficulty reaching consensus among his senior management team on several key strategic decisions. He was frustrated by the situation, and his head was wondering whether there might be a problem with his leadership style or whether, on the other hand, he should think about replacing one or more of his top executives.
He was told about receiving coaching from his subordinates and although at first he was offended and reluctant to accept it, in the end he agreed. Convincing his associates to be totally honest was another difficult task, but it was finally accomplished.
The results of this action were unbeatable for the senior executive and the company in general. They began to function as a unit. By implementing the recommendations received through coaching, the boss also diligently focused on strengthening his own interpersonal relationship-building skills, including self-disclosure, research, and listening. He had long believed that a strong leader should be somewhat reserved and a strong promoter.
This CEO realized that asking for advice and training was a sign of strength and not weakness. Using these techniques, he found that he could rely more on his subordinates for advice and as an early warning system for his own performance. In addition, he and his senior managers began to understand and trust each other more, and many shared their career aspirations and concerns with him.
The executive was able to acquire a general knowledge of the key business areas and functions, as well as the interrelationships and the implications it has in his organization and with his subordinates for the good of the company in general.