CEOs have always had to address conflicts between team members. But this task has grown as each new member comes aboard with a strategy to implement and an expectation that their priorities supersede all others. Health & Safety executives admonish peers who don’t put safety first. Talent executives insist colleagues make “people” their priority or risk an exodus of the best and brightest. Digital executives (the latest newcomers) treat peers who don’t view everything through a digital lens as dinosaurs who will be sorry when their company is disrupted. Thus, CEOs have become de facto Chief Mediation Officers, working overtime to settle disputes and leaving leaders little time for other critical tasks such as aligning team members behind the global strategy.
Author: Jacques Neatby
Source: Harvard Business Review
Subjects: Corporate Governance, Leadership, Management
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