What's the first thing that comes to mind when you hear about a new CEO taking over the leadership of an organization? Job cuts? Restructuring? Move around the furniture?
Perhaps. Just in the past two months this event occurred with one of our client organizations. The first thing the new CEO did was to gather his leadership group for a day to clearly define the top level corporate goals for 2008. We were fortunate to be asked to facilitate the process. Rather than do the job twice, the CEO decided that as the goals were defined, they would be entered directly into GoalTrakEV, eliminating the error prone process of transferring them from paper or word processor to GoalTrak.
It was a sobering experience for all concerned. While the CEO was familiar with our goal setting process from many years of exposure, his predecessor had shortcut the system. He had to start from square one. We even had to formulate strategy on the fly; no mean feat! At the same time, the CEO and his people were learning how to use GoalTrakEV, as the previous CEO eschewed GoaltrakEV in favor of a home grown spread sheet system which, by the way, no one understood or used.
We still have two more groups of leaders with whom we must work, cascading the corporate level goals to the divisions and departments. They too, will be learning GoalTrakEV, along with the technology of goal setting, as many of them have not been exposed to the process. Our new CEO is paying the price for the short-sighted view of his predecessor.
The salient points here are, the new CEOs understanding of the value of real world goal setting; the advantages of using GoalTrakEV for creation and easy tracking of their system of goals; and the benefits of having each leader set up their Performance Appraisal criteria directly in the system. The CEO actually negotiated expectations with his people in this same session. Senior Leaders are off and running!