Dr. Russell F. Henke -- Business Consultant
Case #3 -- Accountability & Leadership
A newly-appointed CEO inherits a large organization which has been managed for years as a functional pyramid. Responsibilities and accountabilities have become fuzzy and bureaucratic, products have matured and "nine figure" annual company revenues are flattening. The new CEO has limited time to create change and establish leadership. He turns to an experienced outside business consultant for help.
Among other simultaneous projects, the consultant creates and establishes a regular program of Quarterly Management Meetings, develops the agenda, writes the reporting format, coaches the participants in focusing on results vs. plans, and effectively facilitates the first two-day quarterly meeting from start to finish with the CEO as the point person … all within a month’s elapsed time.
Delighted with their new accountability and visibility, the functional managers become more productive and take ownership for their roles in collectively enhancing corporate performance, and the CEO enjoys the benefit of rapidly improved esprit de corps on his team.
The program of Quarterly Management Meetings is fully embraced across the management team and continued uninterrupted for several years.
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This page was last updated on December 29, 2008