I was interested to listen to BBCs Bottom Line last night to hear the discussion on how CEOs weaknesses

One answer given to “What are your weaknesses?” replied that “understanding weaknesses were really strengths”…much laughter.
However the statement is so true. In my work I’ve met a few CEO’s who suffer from an excess of ego and self-confidence and find it difficult to admit to weaknesses. This reduces effectiveness and encourages those around the CEO to fail to challenge thinking. Having one’s thinking challenged is always healthy and being aware that not being able to answer a question posed by an employee doesn’t mean I’m stupid!

Interestingly I was surprised that none of the people on Evan Davis’ panel (John Molton, Deborah Meeton and David Haynes) admitted to having a mentor of coach and yet they all agreed that a mentor can bring a person “Back to earth”. They also agreed that a mentoring programme should tell you what you “shouldn’t be doing” as well as what you should. It’s certainly part of the Assimilating-Talent mentoring programme.

One of the final lines was “I go to the right people (for advice)”.
I think that’s essential if you are to get a quality mentor.
So perhaps the panel DO have mentors…It’s just that their EGO insists on calling them something else

Stephen Harvard Davis

I was thinking today of some of the egos I worked in past jobs. Like Sales Director that at their first team meeting announced, “I’ve come to save the company”, which came as a surprise to all who didn’t think that the business needed saving.

And the HR Manager who, on being appointed, introduced herself to her well qualified team by saying “I’m a fellow of the CIPD (Chartered Institute of Personnel Development) and I’m a professional!”

Tricky things to handle
Huge egos are tricky things to handle and handle them we all have to do. Teams that are expanding want
strong characters, who are self-motivated and who have a 
desire to win! But too often the appointment of a new leader can go to their already big
heads and makes them tough to deal with? So I was fascinated to come across this article in Management Today that addresses the topic. Not in much the detail and doesn’t provide too much that’s of help but the article makes you think.