A Balancing Act
Tariq Chauhan, Group CEO of EFS Facilities Services Group, talks about the importance of a diverse workforce to build a sustainable organization.
In most organizations, employees are mixed in regards to their performance and the roles they play in the organization’s hierarchy. Their outputs also set the demarcation between leaders, managers, and executives. While there are outperformers, others may lag in delivering results. All cannot be in leadership positions, so there needs to be a proper equilibrium to maintain a sustainable corporate decorum. Usually, the bell curve of the specific organization’s performance management is referred to in defining this sensitivity. An organization comprising of 10% C-suite and 30% managerial or 60% for executives, excluding blue-collar, is a prerequisite for a sustainable enterprise.
The C-suite are leaders that enforce strategy and vision; they manage their delegation and reinforce their lines to deliver results. A manager’s role is defined by their senior leader and they implement instructions given to them to manage their assigned Key Result Areas (KRAs). Executives are those under delegation and those waiting to take orders. These roles can never be forced. Each person finds their role to play based on their individual efforts, skill sets, and at times, given circumstances.
To reap the real benefits of a high-performance organization, the employee engagement strategy must focus on the executives, which is by far the strongest and most impactful segment. The organization should encourage these people to bringing more to the table, take more responsibility and eventually start climbing the progression ladder. They should not be left out.
Therefore, it is critical to build a genuinely robust leadership pedigree in any enterprise and it should be developed within the organization from executive level to the C-suite. Anyone can progress to a C-Suite position—one does not need to be born with special instincts. However, the ability to command with respect, engage people with a vision and communicate with them by touching hearts, are some of the key attributes that support the rise from executive to a C-suite role.
Whilst all people are treated equally, their circumstances and their ability to leverage their opportunities and strengths define their career growth. It is, therefore, not fair to expect all to be leaders or managers. Even those lagging in performance expectations must not be left out from the organizational engagement reach.
Ultimately, the contribution of every person across each level of the hierarchy is key for the sustainable growth of any organization. The ability of any organization to engage with C-suite, managers and executives and understand their specific requirements to develop them for progression will define its success.