How to Measure Success | Philstar.com
How do you measure the success of the CEO of a company?
There are Key Performance Indicators or KPIs that are used to assess the performance of a CEO. These are often numerical values or financial measures related to business performance.
But in an article on entrepreneur.com written by Matthew Gonnering, he says the true measure of a CEO’s success is found in an ancient Greek word – eudaimonia, which indicates a state of being happy, healthy and successful.
Gonnering explains that CEOs should be measured by their ability to create a bold workplace, because that’s what will bring talent through the door, and talent is the only sustainable competitive advantage in a business environment where ideas and innovation can disrupt any industry.
He points out that the health, happiness and prosperity of employees are the best predictors of a company’s long-term success.
In the article, he explains that the traditional attitudes of investors, business people and analysts all conspire against an idea like a CEO being a head of eudaimonia since traditionally a CEO is expected to do a good job if the company achieves its financial goals. , the board is happy and the shareholders are rewarded.
Gonnering notes that if that were the case, success would seem empty. Employees, going through the motions, will do just enough to earn a paycheck so they can find some contentment in life outside the office, he says.
Creating a eudaimonious environment, he adds, will be reflected in financial performance and by creating a culture based on employee happiness, health and prosperity, cooler things will be created for customers.
If you are a CEO, can you confidently and honestly say that your employees are happy?
In another article for forbes.com, Heather MacArthur analyzed common themes among CEOs on Glassdoor’s Top 100 list.
While strong leadership and dedication to the company’s mission is important, it’s equally important for CEOs to take a genuine interest in the opportunities for leadership and professional growth available to their employees. She also noted that these great CEOs also invest in company culture and prioritize the experiences of their employees as much as customers.
Many of them are also friendly and approachable, she adds. Shaking hands with an employee while inside the elevator and chatting with them about things like the weather creates bonds and commitments from others that no email or presentation to well-written town hall cannot reproduce, notes the article.
MacArthur pointed out that at a time when talent wars are at an all-time high and individuals are choosing shorter tenures, it makes sense for a CEO to go beyond just making sound business decisions. They must also demonstrate that they care about their staff, she said.
Just recently, one of my favorite CEOs, Chairman and CEO of DDB Group Philippines, Gil Chua, celebrated his birthday and many of the employees he molded into brilliant and talented executives shared their knowledge with the man they consider their coach. , mentor, cheerleader and inspiration.
GGC, as it is affectionately known, has a long and illustrious career in advertising and marketing that spans four decades, 30 of which have been dedicated to growing DDB into one of the largest groups in integrated marketing communication of the country today.
Judd Balayan, COO and CFO of DDB Group, says GGC’s faith in God and his humanity, his belief in the power of prayers, his faith in his people, have all contributed to the success the company is enjoying. today. Balayan said he learned from GGC that any business needs a purpose greater than profit to serve a greater purpose.
Optimax CEO Ela Federigan-Chua shares that for GGC, change coincides with growth, but what makes everyone look forward to change is the fact that the CEO not only preaches through the example, but also holds your hand throughout the transformation.
For his part, DDB Group Chief Revenue Officer John Lucas said GGC sees the bright side and welcomes feedback with such humility, asks questions, invites input and opens the team up to question. ideas, facilitating critical thinking and ultimately an empowered team. who can think for themselves.
Meanwhile, DDB MNL Managing Director Vina Henson notes that GGC puts its people first as a strategic business philosophy, but more lip service it backs them with its actions that put people first. people, even if it means making personal sacrifices.
Regarding what he learned from GGC, Touch XDA President Antonio Samson explains that employees, customers and investors want to be associated with an organization that lives their values and is committed to social responsibilities, environmental stewardship and equity. and inclusiveness.
Paolo Arevalo, Managing Partner of DDB Phl, explains that in this time of great resignation, to build loyalty and loyalty, leaders must offer a values-based environment with less hierarchy. He says they have a direct channel to talk with their execom in their Viber chat for any employee who just wants to inquire or chat with them.
Ripple8 CEO Bobby Vito talks about GGC’s instinct for opportunity, whether in good times or in times of crisis and how he challenges himself to step out of his comfort zone and be enough courageous to seize these opportunities.
Chewy Chua, Managing Director of Agile Intelligence, said GGC never fails to thank his people, those who mentored him and believed in him, and his gratitude to others makes him the most endearing humble person he has ever seen. we aspire to be.
Meanwhile, Touch XDA Managing Partner Dyan Em-Rosal emphasized that GGC builds relationships of trust with its people while Tribal Worldwide Phl Managing Director Diane Chua shared GGC’s belief that in the face of the ladder of success, one must also raise others while climbing.
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