The descriptions that follow, of the differences in how two very different electronics industry CEOs worked with their executives in two companies I knew well, will give great insight into how you can retain your most valuable managers and executives.
CEO 1
In the first company, a boutique semiconductor company, we will refer to as Msemi, the CEO was a highly talented, brilliant scientist and inventor holding many patents.
He was enamored with new ideas and allowed his engineering (research and development) staff unlimited freedom to experiment and invent new processes.
You’d think this would lead to a superior relationship with his upper management team.
Wrong! It didn’t.
His focus on technology was laser-sharp, his focus on people often rude and dismissive.
Instead of creating long time loyalty, he later learned that when he went abroad, the management of the company went for long, two- and three-hour lunches, didn’t pay attention to business, and were petty and argumentative among them.
When I first met this group of executives, it was at their monthly executive team meeting. What I discovered was they each came to the meeting with beautifully prepared power point presentations, created by their staff.
They pontificated and showed off to each other. There was hardly any spontaneous interaction. This was not a team.
They were individuals competing for favor with each other.
CEO 2
Let me compare this to one of my favorite companies, and a CEO who has become my friend.
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