#leadership-overhaul

#leadership-overhaul

The shift was apparent. People had a stake in the outcome, and they acted like it. Ideas flowed more freely, teams spotted and solved problems earlier, and employees took pride in identifying and implementing improvements.

"Of course you can think of a billion fun ideas with a million-dollar budget, but in every role there is a timeline and a budget, so you have to think of ideas that are actually achievable."

Imagine a world where everyone in your team feels valued, heard, and empowered to contribute. Imagine that world where people aren't afraid to challenge the status quo and great ideas emerge from unexpected places. Now imagine that world where toxic behaviors don't just go unchecked, they don't even have room to rise. Wouldn't that be a great world? What happens when leadership tolerates the wrong behaviors? What happens when decision-making is shaped by exclusion, fear, and insecurity?

You must be a TalkNats Subscriber to access this content. Subscribers have access to exclusive content on the TalkNats website and can engage in discussions with other Nats fans. First two weeks are free and then you will be billed $3.99/month. Cancel anytime. Secure payments using Stripe. If you are already a subscriber, simply log in using the form below.

CEOs are struggling to find their footing these days. Their role seemed clearer during Covid, when many executives rose to the challenge of becoming inspirational figures. They led their businesses while guiding their employees through a challenging shared experience. That was the case as well for many U.S. CEOs in 2020 when George Floyd's murder shocked the nation, and employees looked to their leaders for guidance and assurance.

The average CEO makes over 280 times what their company's line worker earns. This is more than 10 times the ratio observed in the 1970s. Looking just at the salaries and bonuses of Fortune 500 CEOs, financial executives, top university presidents, and even some directors of the larger non-profit organizations, you would think that these leaders are performing at high levels-at least levels high enough to justify their huge compensation. Unfortunately, that's not often the case.

U.S. worker engagement has stagnated for decades, with more than two-thirds of workers feeling detached or disengaged. To reverse the trend, many executives have strived to build an "ownership culture," hoping personal responsibility will drive productivity. Yet most omit the most vital ingredient, actual ownership. We spent the past four years studying companies that committed to this missing piece, extending equity to all employees.