Question 95
of 100
Our CEO/president and all
our senior executives role model the 10 Business Excellence
Principles (i.e., they believe in them, make
all decisions in that context and maintain an environment
that supports others to
do likewise).
We recommend that you answer the questions in the order determined by the "next" button below. However, to allow you flexibility, the links below allow you to jump to different Principles.
Where to next
|
You need to decide for which level of your business
you are answering these questions. We suggest that you first
answer for your most immediate work group, (If you are part
of a large organization, you may later choose to answer as part
of the larger group of which your work group forms a part.)
The information to the right is provided for
your guidance. You can answer the question without reading
any of it if you wish.
Information is presented under the following
headings.
Why this question is important
You
should expect to see these from your senior executives
Why this Principle is number
1
|
© World Rights Reserved.
netgm.com has legal ownership of the intellectual property contained
on this page and through out the website. Unauthorized use or
reproduction of any part of this material is prohibited without
permission of netgm.com. Permission can be obtained by contacting
|
Avoid doing these poor practices
Bosses think they are customers.
Senior executives `promote' this approach —
Lots of words, but their behavior shows they don't believe in
it.
Senior executives presume that saying `good
words' discharges their responsibility to participation.
Someone else writes the CEO's speeches about
this.
|
Do these good practices
Executives are role models of appropriate behaviors.
Steadfast personal commitment and involvement
of the CEO and other senior executives in everything they do
shows deep felt belief in the Principles of Business Excellence.
People at the top of the company personally
demonstrate their commitment to the vision, mission, objectives
and values.
Senior executive sees its main job is to reach
its objectives and provide value to all stakeholders.
|
|
Principle 1: Senior Executives as Role Models (Item 5)
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/president and all your senior executives must role model the
10 Business Excellence Principles. They must believe in them, make all
decisions in that context and maintain an environment that supports
others to do likewise.
This is a central issue. If the CEO and the Senior Executive team do
not believe in the Business Excellence Principles with all their heart
and soul and make all their decisions in alignment with the Business
Excellence Principles, the business will fail. Success will not be sustainable.
It is as clear-cut as that.
Investors, board members should beware. If the CEO believes in the
Principles, they can be implemented. If not, forget it. The company
is on a slippery slope to failure.
You might argue that many companies do not operate by these Principles
and are still successful. Research shows that it is a matter of lost
opportunities. The results indicate that the more the company adopts
the Principles, the more successful it will be — as it uses more
and more of its potential. Conversely, the less the Principles are adopted,
the more room there is for more success. However, there are two important
qualifiers to that general statement.
- If the senior executives (the CEO/president or whatever title the
person uses) does not believe in these Principles, if he or she does
not role model them, and does not make all decisions in alignment
with them and does not maintain an environment that supports others
to do likewise, then the company's benefit from the Principles will
be limited. And so will its success
- If the company scores fewer than 300 points on any of the Frameworks
(Baldrige, European or Australian), it is going backwards and its
prospects for survival are limited.
- personal behavior that tightly and deliberately aligns to the Principles
- deliberate perseverance to live the Principles
- deliberate integration of the Principles into their `values and
beliefs'
- deliberate influence on the company's culture and climate to bring
them in line with the Principles
If you accept that these Principles describe a way of doing business
that works and that leads to more and more success, then it is important
to look for the major enemies of that success. Surprisingly, the first
and major potential enemy is the CEO or president. If that person does
not understand these Principles and make all their decisions to work
with the Principles – rather than against them, then that that
person will be dragging the company away from its potential – regardless
of how much they look like they know what they are doing.
Remember that these Principles are laws like the temperature at which
water boils. If your CEO behaves as though it would be more convenient
for water to boil at a different temperature, then that person is failing
to help the company reach its full potential. Such behavior can result
from lack of knowledge or from failing to believe that the Business
Excellence Principles really do mean more success.
Unfortunately, for companies and their stakeholders, the Principles
represent such a thinking shift for many CEOs, that they cannot adopt
them. For many, the thinking is so different from the behavior that
led to their current success that they cannot acknowledge the existence
of the Principles that will result in more success for their companies.
Why did we list this first before even describing the Principles themselves?
Because it is so important. It is the number one risk for the company.
It is critical that all senior executives are role models of these
Principles — the new thinking. They must be seen to believe in
them absolutely. And not allow their behavior or that of others to slip
back to the old thinking.
|
If you wish, you can stop for now and come back and complete the questionnaire another time.
We store your answers on your computer for a year so you can come back to them later.
|
|
|