Post by arfangj5 on Mar 13, 2024 1:16:52 GMT -5
Family member CEO s generally are not exposed to the same management experience as non family member CEO s. Experience gained from different jobs and different company cultures are important for developing CEO management skills. I am convinced that family member CEO s must also understand how they have a different relationship with their employees than non family CEO s. Family member CEO s are treated more like kings or queens than managers.
They have difficulty understanding that good managers must earn the respect of their employees. While most key decisions are made by the CEO it is important that employees feel they Bank Email List are part of the decision process. Based on my experience family member CEO s generally fail to get honest useful feedback from their underlings. Upper management personnel at a Fortune privately owned and managed company response to my question about why their company was making a bad decision was you don t understand how it is to work for . CEO s decision. JOEL MACAUSLAN CEO CSO STAR ANALYTICAL SVCS. An excellent topic which I hope will produce more studies leading to even more insights. The delegation angle is particularly unexpected. Example questions for further studies.
How can a month study measure year growth performance And is . extra growth statistically significant . Do the family business owners collectively want something OTHER than maximizing profits or growth E.g. if they valued humane working conditions more highly than the purely financial investors of non family businesses then the CEO might be leading by example in spending less time in the office. Or if the families valued the permanence of the business much more highly then they might care much less about high growth high potential reward with higher risk than they do about stability.
They have difficulty understanding that good managers must earn the respect of their employees. While most key decisions are made by the CEO it is important that employees feel they Bank Email List are part of the decision process. Based on my experience family member CEO s generally fail to get honest useful feedback from their underlings. Upper management personnel at a Fortune privately owned and managed company response to my question about why their company was making a bad decision was you don t understand how it is to work for . CEO s decision. JOEL MACAUSLAN CEO CSO STAR ANALYTICAL SVCS. An excellent topic which I hope will produce more studies leading to even more insights. The delegation angle is particularly unexpected. Example questions for further studies.
How can a month study measure year growth performance And is . extra growth statistically significant . Do the family business owners collectively want something OTHER than maximizing profits or growth E.g. if they valued humane working conditions more highly than the purely financial investors of non family businesses then the CEO might be leading by example in spending less time in the office. Or if the families valued the permanence of the business much more highly then they might care much less about high growth high potential reward with higher risk than they do about stability.