GREAT LEADERS BUILD STRONG EXECUTIVE TEAMS AND HIRE PEOPLE WHO SHARE THEIR ORGANISATION’S VALUES.
Great leaders build strong executive teams while other leaders who rely on their own streak of genius, who do not build strong management or executive teams and who do not groom successors, do not bequeath a lasting legacy to their organisation. Rather than nurture a strong management team that can hold their own, they assemble an army of helpers that just help to implement his ideas. The preference for weak teams stems from their oversized idea of themselves. Under such a weak management team, their organisation flounders after their departure. Jack Eckerd of Eckerd Corporation, shrewd, insightful and radiating a lot of energy, fits the mould of this type of leader. At his departure into the realm of politics, his company stumbled greatly and was eventually acquired by J. C. Penny. The traits of great leaders who build great executive teams are worth considering
Stopping in to hire the right people and matching them to the right positions distinguishes great leaders. Cork Walgreen of Walgreens exhibited this excellent trait. Group dialogues and shared insights of a very capable executive team helped to steer the company to discover the best path to greatness. Great leaders build strong executive teams to raise a cry for greatness.
The right people have an innate drive to get up excellence for their organisation, irrespective of the incentive or compensation system. Mediocrity is not an option that they consider. A fair compensation package cannot draw out the right behaviour from the wrong people; it should serve to get the right people and keep them in place. Creating a workplace that promotes excellence and hard work is easier with the right people in. Great leaders build strong executive teams to demonstrate that none but the broad-minded deserve the fair prize of success.
In recruiting people, great leaders place a lot of emphasis on character traits that are not teachable but more ingrained, like work ethic, basic intelligence and the knack for fulfilling commitments. They hire people who share their organisation’s values. This consideration comes first before they start looking at skills, knowledge and experience.
