Leadership Done Right

Brandon W. Jones

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What Would You Do As The Boss?

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I read an article in the Wall Street Journal yesterday titled, “Where’s the Boss? Trapped in a Meeting” by Rachel Emma Silverman. The article talked about a study that was done on CEOs. London School of Economics and Harvard Business School did a study of over 500 CEOs from various companies around the world.

What Would You Do As The Boss?

The studies were done to see how they used their time. The results were tracked by the CEOs’ personal assistants for anything the CEO did for more than 15 minutes during the day. Some of the results were very interesting. The average tracked CEO worked 55 hours a week and spent 18 hours in meetings.

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Ethics in the Workplace

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Within the business world each person has to continuously make choices related to ethics. It is an everyday part of life. In many fields ranging from the practice of law to engineering services there are codes of ethics to which people must adhere.

Code of Ethics – The License

In order to receive the professional license in a given field, individuals must sign the code stating they are willing to abide by its ethical standards. As part of the codes, they state how people should and should not behave on matters of ethics. They also state in many cases that a failure to adhere to the code will result in the revocation of the license.

Ethics in the Workplace

As important as ethics are, there is no business code of ethics that must be signed in order to enter management. In order to be a manager, one does not have to sign a paper stating they will follow specific standards for the rest of their career.

A Missing Code

There is not a code of ethics for managers that must be signed prior to entering the management arena. Although most corporations have their own set of company policies and procedures, there is not a set standard through the business world. [Read more…] about Ethics in the Workplace

What is in a Title?

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Every job has a specific title whether it is an entry level position or the CEO. So what does each title mean? Does the title give an accurate measure of the value of an employee? Titles are sometimes very good, but at the same time they can be very deceiving.

What is in a Title?

Career Progression

I recently spoke to a friend of mine that we’ll call Brad. He has a specific title within his company. At his company, each employee that starts out in his position has to work their way from step 1 to step 3 where they are then considered for management. Brad has been in his step 2 position for the same length of time and has the same responsibilities as step 3 employees. He also has the same amount of experience on high profile projects as the step 3 employees.
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Great Lessons From a CEO Interview

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A few years back I had the opportunity to interview the CEO of a major company. When I did the CEO interview, some of his answers were very insightful so I thought I would share them. I interviewed him for an MBA management class that I just finished taking.

Great Lessons From a CEO Interview

Interview

1.  What is your educational background?

B.S. Accounting

Certified Public Accountant

2.  What is your personal definition of success?

For me, success is a journey. I believe you need to determine what it is that makes you want to get up in the morning and then do everything possible to become the best you can be at doing it. While making money may be a part of it, I believe you have to determine what you are going to do with the money when you get it. I believe I am successful if I am happy and I’m making a difference in my chosen career and in the lives of others. I am aware of and appreciate the many individuals that have helped me along the way towards any success I have achieved. [Read more…] about Great Lessons From a CEO Interview

Compensation and Performance Review at Arrow Electronics

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In the case study, “Compensation and Performance Review at Arrow Electronics,” the performance review and compensation systems at Arrow Electronics were broken. There are two specific aspects of the system that are broken: the employees are rated on a bell curve type system for their evaluations and the compensation system for the sales force isn’t competitive for the market.

Compensation and Performance Review at Arrow Electronics

Performance Review System

First, the CEO, Steve Kaufman, has required that the employees are rated on a bell curve type system for their evaluations. Since the evaluation system is set up as a bell curve, the supervisors and managers must always be comparing their employees against each other. Once the employees realize that they are being compared against each other, they will stop working as a team and begin competing against each other rather than viewing the group as a team that works together. [Read more…] about Compensation and Performance Review at Arrow Electronics

Specialty Medical Chemicals

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In the case study, Specialty Medical Chemicals, there are some significant systemic problems. There were three main areas of problems that were occurring in the case. The three areas were: the management approach taken by CEO Carl Burke, the response of the existing vice presidents, and the system as a whole.

Specialty Medical Chemicals

Specialty Medical Chemicals

When Carl Burke became the CEO, he was an outsider to the company. He first took the approach of, “I am just going to ride the wave for a little while and see where it takes me before I make any drastic changes.” As he did this, he found that the company wasn’t performing as he felt it should. Because he had spent his entire career with a single company, his overall outlook was very narrow-minded. He felt that all companies should operate the same way that he was used to operating at Merck. Although it was important for him to come in with his own ideas, it was equally as important that he come in with a little more flexibility. [Read more…] about Specialty Medical Chemicals