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10 things every executive needs to know

Editorial Team
18/06/2020 8:07 AM

Over the years I have
noticed things that start small but can bring the organisation down. These
normally start as exceptions that management in the organisation tolerates but
they can grow into big problems.  Here are
the things;

  1. Nepotism
    – in the field of human resources recruitment and selection is one area plagued
    by nepotism and corruption. Most managers when they go into positions of
    authority they want to surround themselves with colleagues, friends and relatives
    for various reasons. One of the reasons is, these colleagues are unlikely to
    challenge them should they make wrong decisions. They will be loyal to the
    person who brought them into the organisation. Once this practice is ingrained
    into the organisation it becomes part of the culture. The whole organisations
    will be engulfed by this bad practice such that your organisation is viewed
    negatively on the job market.
  2. Do
    not advertise for jobs that do not exist
    – some employers have
    gone into a very bad habit of advertising for jobs when they know there is a
    preferred candidate already. It is morally wrong for any leader of an
    organisation to promote that kind of practice. 
    People in and outside your organisation will start talking about this
    bad practice. Your employer brand gets damaged in the process. Make it a policy
    that all job candidates are selected on merit. If you check most of the
    recruitment scandals, they surface because someone, somewhere in higher
    authority has instructed someone to hire a preferred candidate. The surprising
    thing is that most senior people including board members prefer to keep quiet
    when such things happen. Such things will only stop when those in power can
    call each other to order.
  3. How
    you pay your employees
    . When you pay your staff do not
    use their circumstances as the key criteria. Pay and benefits must be paid to
    employees based on the value that the employees bring to the organisation.  Arbitrary pay adjustments for specific
    individuals based on personal preference of the leader are a bad practice. You
    may find in some situations people who are close to the bosses are the ones
    that get paid more than others regardless of grade differentials. Once such a
    practice starts it affects employees perception of equity within the organisation.
    You will spend more money trying to correct such anomalies in the future.
  4. Blotted
    organisational structures

    When people are put into positions of power and authority the first thing they
    often do is to create a blotted organogram to accommodate relatives and
    friends. They also accommodate loyalist who may not necessarily be relatives.
    In the majority of cases, organisational structures have nothing to do with
    facilitating how work is done. It has everything to do with giving each other
    power and privileges. In the end, the organisation will have bloated
    organisational structures that cost the business huge sums of money without
    corresponding value being created. Your organisational structure should aim at
    all times not to have more than 5 reporting levels from the lowest person to
    the CEO. Aim for a wider span of control to flatten the organisational
    structures. Structures cost money and they must be optimised for value
  5. A
    leadership that keeps grudges

    The quality of leaders matter is the success of your organisation. As John
    Maxwell said ‘everything rises and falls on leadership “. With bad leadership
    in charge, do not waste your money putting together initiatives to drive
    business performance. Bad leadership is equivalent to corruption, nepotism and
    theft of organisational resources. Such leaders will get rid of talented
    individuals simply because they will have challenged the decisions of the
    leader. Such leaders make extremely difficult for anyone with the potential to
    thrive within the organisation.
  6. Screen
    people at entry –
    Most organisations have lost millions of
    dollars because they hired the wrong people. Invest in objective and validated
    scientific selection methods, which will allow you to identify the right people
    for the job in the first instance. Some leaders do not prioritise ensuring that
    only the best people are hired in the organisation. It is a waste of resources
    and time to hope that you will be able to correct bad hires when they join the
  7. When
    your time is up leave –

    Leaders must not stay for too long. On average 10 years is enough to give your
    value and allow others to carry on with the vision of the organisation. The
    average tenure globally ranges from 5 to 10 years. Leaders in your organisation
    must on their own adhere to this standard.
  8. Hire
    People with high integrity
    Integrity cannot be taught. Select the right directors from the beginning so
    that you do not waste time trying to correct them. It is an absolute waste of
    money for anyone to think that they can improve someone’s integrity through
  9. Be candid – the inability of board
    members, executives and other senior managers to raise the red flag when things
    are going the wrong way is one of the most treacherous practices by executives.
    Good leaders question things. Good leaders raise objections when wrong things
    are taking place regardless of who is leading that bad practice. Executives
    must be courageous enough to respectfully raise concerns when the Board or the
    CEO is involved in malpractices. Unfortunately, most CEOs hire people with
    blind loyalty. As an executive be prepared to stand with the truth and what is
    correct even if it means you will be on your own against your colleagues. That
    is called leadership.
  10. Never advance your interest at
    the expense of the organisation
    When executives get into roles with power and authority, those with a weak
    character are tempted to prioritise personal interest ahead of that of the
    organisation. They turn their office into a mini – home. They want to be worshipped
    as if they are in political leadership. Avoid buying the best cars and other
    perquisites when your employees are starving.

Nguwi is an Occupational Psychologist, Data Scientist, Speaker, & Managing
Consultant- Industrial Psychology Consultants (Pvt) Ltd a management and human
resources consulting firm. https://www.linkedin.com/in/memorynguwi/ Phone +263 4 481946-48/481950/2900276/2900966
or cell number +263 77 2356 361 or email: mnguwi@ipcconsultants.com  or visit our website at www.ipcconsultants.com

Editorial Team

This article was written by one of the consultants at IPC

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