Principle 1: Senior Executives as Role Models (Item 4)
The senior executives' constant role modeling of these Business
Excellence Principles and creation of a supportive environment are necessary
to achieve the organization's potential.
Your CEO should be actively involved in leading improvement efforts.
Your executives should participate and be actively involved as team
members in improvement teams.
It isn't what you say that matters, it is what you do. Bosses who say
to do something and themselves do something else are not credible.
Improving their part of company is a fundamental role of all
managers - includes the CEO. The CEO has more opportunity to improve
the company that any other person - because of the authority he or she
has. If the CEO delegates improving the company, it will not happen.
Delegation of 'improvement' says load and clear, this does not matter.
We believe that the CEO (and all managers) should spend 40% of their
time improving their part of the company. It is that important.
We know you don't have time. Make time! This is important. Probably
you don't have time because your part of the company is ineffective
and inefficient, and needs to be improved.
You cannot just pay lip service to this. People judge you by what you
do – not by what you say. People are always watching the
boss to see what is important. Your behavior shows what you think is
important.
You have all seen this. The Boss calls a meeting, conference or seminar.
He (or she) opens the proceedings by saying that "this is extremely
important, the most important thing in the world, blah, blah".
Then says, "I have to go. I'll leave you in the capable hands of
my deputy". This says to you "this is not important. The Boss
thinks it is of lower importance than something else is. Why should
I think it is important". (Some people believe that if the Boss
does this and leaves, you too should leave.)
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