Today’s Top Management is younger, better schooled and better groomed than their predecessors. The complexity associated with the chief’s job has gotten worse owing to the dynamism demonstrated by today’s corporate world.
Aspirants today are a lot younger and seem to have spent all their energy in amassing management degrees and experience. The CEO persona is more human today and largely fundamental. Leadership has been redefined. It encompasses the leader’s ability to make his teamwork together towards a common goal.
A certain level of maturity is definitely required to lead a company with a level head. There is always the danger of getting carried away by the zest of youth and making a decision, not necessarily in the best interest of the organisation. It is here that experience plays a major role.
Compressed tenures
Statistics reveal that the average tenure of an aspiring CEO in one company was 26 years in the 1980s. Today, it has dropped to 16 years-the time it takes to acquire a management degree and develop an inner circle. The trend is to leave companies for cross-functional experience.
The pre-requisites for today’s CEOs encompass age, schooling and grooming. They are more fundamental and basic. Today’s CEOs need operating skills. This apart, experts also stress the need for international exposure. With globalisation being one of the dominant determinants of business performance, experience in international markets gives aspirants a winning edge.
The key to success in this top slot lies in the gamut of functions that one has got to perform over the years, coupled with a maturity level that complement the complexity of the job. An added pinch of self-confidence can do the trick!
BUT with all this happening around, the ride getting much steeper, are we becoming narcissist, or we are in love with our colleagues, peers, superiors and subordinated also.
America, is currently facing this problem of being a narcissistic corporates, where more and more of employees are in love with themselves and try to maintain that Grandiose image.
WHat happen if the culture shift towards individuals rather than on companies as a whole??
DO share your views it is a very serious topic.
Cheers
Archna
From India, Delhi
113Aspirants today are a lot younger and seem to have spent all their energy in amassing management degrees and experience. The CEO persona is more human today and largely fundamental. Leadership has been redefined. It encompasses the leader’s ability to make his teamwork together towards a common goal.
A certain level of maturity is definitely required to lead a company with a level head. There is always the danger of getting carried away by the zest of youth and making a decision, not necessarily in the best interest of the organisation. It is here that experience plays a major role.
Compressed tenures
Statistics reveal that the average tenure of an aspiring CEO in one company was 26 years in the 1980s. Today, it has dropped to 16 years-the time it takes to acquire a management degree and develop an inner circle. The trend is to leave companies for cross-functional experience.
The pre-requisites for today’s CEOs encompass age, schooling and grooming. They are more fundamental and basic. Today’s CEOs need operating skills. This apart, experts also stress the need for international exposure. With globalisation being one of the dominant determinants of business performance, experience in international markets gives aspirants a winning edge.
The key to success in this top slot lies in the gamut of functions that one has got to perform over the years, coupled with a maturity level that complement the complexity of the job. An added pinch of self-confidence can do the trick!
BUT with all this happening around, the ride getting much steeper, are we becoming narcissist, or we are in love with our colleagues, peers, superiors and subordinated also.
America, is currently facing this problem of being a narcissistic corporates, where more and more of employees are in love with themselves and try to maintain that Grandiose image.
WHat happen if the culture shift towards individuals rather than on companies as a whole??
DO share your views it is a very serious topic.
Cheers
Archna
From India, Delhi
Hi,
A very serious issue indeed.
A consequence of shorter tenures and higer attrition rates is the question of LOYALTY.The Managers loyalty to the orgnaisation and vice versa.
Loyalty an attribute which is being undervalued today.Consequently commitment to organization/colleagues.A spinoff of the "Transition-Throwaway Society."
For old economy manufacturing organizations with large work force this could have disastrous implications-where trust,bonding,continuity,loyalty in my opinion are still important for sustainability.
Would be grateful for more considered views.....
Thanks,
Regards,
S.D.Lacker.
From India, Delhi
A very serious issue indeed.
A consequence of shorter tenures and higer attrition rates is the question of LOYALTY.The Managers loyalty to the orgnaisation and vice versa.
Loyalty an attribute which is being undervalued today.Consequently commitment to organization/colleagues.A spinoff of the "Transition-Throwaway Society."
For old economy manufacturing organizations with large work force this could have disastrous implications-where trust,bonding,continuity,loyalty in my opinion are still important for sustainability.
Would be grateful for more considered views.....
Thanks,
Regards,
S.D.Lacker.
From India, Delhi
Hi Sanjib,
Thanks a lot for your inputs.
Indeed it is a serious issue and the seriousness has not been felt by many of the companies.
Being a narcissist has many implications that may or may not be concern for companies, which does not care about attrition and loyalty.
I would like other Cite Hr members to contribute their valuable inputs on the same.
CHeers!!
Archna
From India, Delhi
Thanks a lot for your inputs.
Indeed it is a serious issue and the seriousness has not been felt by many of the companies.
Being a narcissist has many implications that may or may not be concern for companies, which does not care about attrition and loyalty.
I would like other Cite Hr members to contribute their valuable inputs on the same.
CHeers!!
Archna
From India, Delhi
Hi,
Yes you are right Archana.
Besides companies-it is also a spin off of trends in society.
A consequence, for better or worse, of globalisation following a more Yankee (forgive the slang) slant vis a vis a European/Brit./Jap tilt.
Regards,
S.D.Lahkar.
From India, Delhi
Yes you are right Archana.
Besides companies-it is also a spin off of trends in society.
A consequence, for better or worse, of globalisation following a more Yankee (forgive the slang) slant vis a vis a European/Brit./Jap tilt.
Regards,
S.D.Lahkar.
From India, Delhi
Hi Archana,
I dont think many of us even know the meaning of Narcissism here, the context I presume is used for being more individualist and therefor thinking ,more about oneself and not about the companies as a whole.
This is what I have to add, the book was published in 1979 in America, where the author specifies the Culture of Narcissism in America.
This is some information I have to share on the book.
The Culture of Narcissism: American Life in an Age of Diminishing Expectations is a 1979 book by the cultural historian Christopher Lasch.
When The Culture of Narcissism was first published, it was commented that Lasch had identified what was happening to American society in the wake of the decline of the family over the last century. The book quickly became a bestseller and talking point, influencing President Carter's "crisis of confidence" speech in July 1979 [1]. Later editions includes a new afterword, "The Culture of Narcissism Revisited."
Best Regards,
Prof. Nivedita
From Germany
I dont think many of us even know the meaning of Narcissism here, the context I presume is used for being more individualist and therefor thinking ,more about oneself and not about the companies as a whole.
This is what I have to add, the book was published in 1979 in America, where the author specifies the Culture of Narcissism in America.
This is some information I have to share on the book.
The Culture of Narcissism: American Life in an Age of Diminishing Expectations is a 1979 book by the cultural historian Christopher Lasch.
When The Culture of Narcissism was first published, it was commented that Lasch had identified what was happening to American society in the wake of the decline of the family over the last century. The book quickly became a bestseller and talking point, influencing President Carter's "crisis of confidence" speech in July 1979 [1]. Later editions includes a new afterword, "The Culture of Narcissism Revisited."
Best Regards,
Prof. Nivedita
From Germany
I think this is an excellent topic for discussion.
Yes, Archna, Sanjib and Nivedita, values are becoming more materialistic every day. The old concept of 'guru-shishya' relationship where total loyalty to the orgn. was everything, and when an employee joined an orgn. and expected to stay there till he retired, is now passe (no longer acceptable).
True, change is inevitable, but not always more desirable ...
However, more than narcissism, corporates (head honchos and others down the line) are becoming more self-centred - the leading question now is 'what's in it for me - now and in the future?' and let everything else - values of loyalty included - go to blazes.
Should we emulate this Western cultural phenomenom (copy Western ideas) as is usual with all such bad habits or should we stand up for ourselves and say 'Yes, I am numero uno - number one - but I still have my principles - loyalty, dedication, steadfastness - at least to the extent possible (?) in today's perpetually-changing ambience (environment)'?.
Consider. And then make your decision. It will shape your persona (personality) for the rest of your life - for good or bad.
By the way, let me tell you who Narcissus was (narcissism comes from him) - this is a story from Greek mythology (old tales) ....
Narcissus was a Greek youth who was so handsome that he shunned (ignored) all the beautiful maidens who fell in love with him.
One day a maiden who had in vain tried to attract him uttered a prayer that he might some time or other feel what it was to love and meet no return of affection. The goddesses heard and granted the prayer.
There was a clear fountain, with water like silver, which no one disturbed. Nor was it spoiled with fallen leaves or branches; but the grass grew fresh around it, and the rocks sheltered it from the sun.
Here came one day the youth, tired from hunting, heated and thirsty. He stooped down to drink, and saw his own image in the water; he thought it was some beautiful water-spirit living in the fountain. He stood gazing with admiration at those bright eyes, those curled locks of hair, the rounded cheeks, the swan-like neck, the parted lips, and the glow of health.
He fell in love with himself. He brought his lips near to take a kiss; he plunged his arms in to embrace the beloved object. It fled at the touch, when the water rippled, but returned after a moment when the water became still again. He could not tear himself away; he lost all thought of food or rest, while he bent over the fountain gazing upon his own image (picture).
He talked with the supposed spirit: "Why, beautiful being, do you ignore me? Surely my face is not one to repel you (force you away). The maidens love me. When I stretch forth my arms you do the same; and you smile upon me". His tears fell into the water and disturbed the image. As he saw it depart, he exclaimed, "Stay, I entreat you! Let me at least look upon you, if I may not touch you."
With this, and much more of the same kind, he fed the flame that consumed him, so that by degrees he lost his color, his vigor, and his beauty. He pined away and died.
The maidens mourned for him and would have burned the body, but it was nowhere to be found; but in its place was a flower, purple within and surrounded with white petals, which bears the name and preserves (saves) the memory of Narcissus.
Jeroo
From India, Mumbai
Yes, Archna, Sanjib and Nivedita, values are becoming more materialistic every day. The old concept of 'guru-shishya' relationship where total loyalty to the orgn. was everything, and when an employee joined an orgn. and expected to stay there till he retired, is now passe (no longer acceptable).
True, change is inevitable, but not always more desirable ...
However, more than narcissism, corporates (head honchos and others down the line) are becoming more self-centred - the leading question now is 'what's in it for me - now and in the future?' and let everything else - values of loyalty included - go to blazes.
Should we emulate this Western cultural phenomenom (copy Western ideas) as is usual with all such bad habits or should we stand up for ourselves and say 'Yes, I am numero uno - number one - but I still have my principles - loyalty, dedication, steadfastness - at least to the extent possible (?) in today's perpetually-changing ambience (environment)'?.
Consider. And then make your decision. It will shape your persona (personality) for the rest of your life - for good or bad.
By the way, let me tell you who Narcissus was (narcissism comes from him) - this is a story from Greek mythology (old tales) ....
Narcissus was a Greek youth who was so handsome that he shunned (ignored) all the beautiful maidens who fell in love with him.
One day a maiden who had in vain tried to attract him uttered a prayer that he might some time or other feel what it was to love and meet no return of affection. The goddesses heard and granted the prayer.
There was a clear fountain, with water like silver, which no one disturbed. Nor was it spoiled with fallen leaves or branches; but the grass grew fresh around it, and the rocks sheltered it from the sun.
Here came one day the youth, tired from hunting, heated and thirsty. He stooped down to drink, and saw his own image in the water; he thought it was some beautiful water-spirit living in the fountain. He stood gazing with admiration at those bright eyes, those curled locks of hair, the rounded cheeks, the swan-like neck, the parted lips, and the glow of health.
He fell in love with himself. He brought his lips near to take a kiss; he plunged his arms in to embrace the beloved object. It fled at the touch, when the water rippled, but returned after a moment when the water became still again. He could not tear himself away; he lost all thought of food or rest, while he bent over the fountain gazing upon his own image (picture).
He talked with the supposed spirit: "Why, beautiful being, do you ignore me? Surely my face is not one to repel you (force you away). The maidens love me. When I stretch forth my arms you do the same; and you smile upon me". His tears fell into the water and disturbed the image. As he saw it depart, he exclaimed, "Stay, I entreat you! Let me at least look upon you, if I may not touch you."
With this, and much more of the same kind, he fed the flame that consumed him, so that by degrees he lost his color, his vigor, and his beauty. He pined away and died.
The maidens mourned for him and would have burned the body, but it was nowhere to be found; but in its place was a flower, purple within and surrounded with white petals, which bears the name and preserves (saves) the memory of Narcissus.
Jeroo
From India, Mumbai
Hi Archana, Prof and others,
I have a feeling that HR practitioners will get nowhere with narcissism. Lets leave that to other departments.
It is becoming increasingly clear that with the advent of HR practices being implemented many employees are starting to look at this particular department with scepticism, to say the least. How many would agree with me when I say that HR department is one of the least popular in the context of the rules and regulations being enforced by it? At times the HR is the favourite bxing bag.
Cheers
Jayendra
Kathmandu
I have a feeling that HR practitioners will get nowhere with narcissism. Lets leave that to other departments.
It is becoming increasingly clear that with the advent of HR practices being implemented many employees are starting to look at this particular department with scepticism, to say the least. How many would agree with me when I say that HR department is one of the least popular in the context of the rules and regulations being enforced by it? At times the HR is the favourite bxing bag.
Cheers
Jayendra
Kathmandu
Hello all,
Thanks for sharing such valuable and thoughtful comments on the topic.
Prof. Nivedita,
I have read that book you have mentioned in the mail regarding the narcissist culture in AMerica, and you got my point right also. :D
This is what I'm trying to put an emphasis on that, younger generations is thinking more about "ME" rather than US. This me factor, achieving targets, fast pace life, Success at young age, and similar other factors are taking us to a NARCISSIST CULTURE.
Jeroo Ma'm,
I agree with you also. Thanks a lot for sharing the story of Narcissist with all.
Hi Jayendra,
We as HR Managers have everything to do with people, whether it is Narcissism or anything else. I am in Sync with you on the scepticism of people everytime HR introduce a new policy and no thanks job.
We are favourite boxing bag?? I don't think so.
If you have clear communication within your organisation, I dont think any rules and regulations will create problems.
Cheers
Archna
From India, Delhi
Thanks for sharing such valuable and thoughtful comments on the topic.
Prof. Nivedita,
I have read that book you have mentioned in the mail regarding the narcissist culture in AMerica, and you got my point right also. :D
This is what I'm trying to put an emphasis on that, younger generations is thinking more about "ME" rather than US. This me factor, achieving targets, fast pace life, Success at young age, and similar other factors are taking us to a NARCISSIST CULTURE.
Jeroo Ma'm,
I agree with you also. Thanks a lot for sharing the story of Narcissist with all.
Hi Jayendra,
We as HR Managers have everything to do with people, whether it is Narcissism or anything else. I am in Sync with you on the scepticism of people everytime HR introduce a new policy and no thanks job.
We are favourite boxing bag?? I don't think so.
If you have clear communication within your organisation, I dont think any rules and regulations will create problems.
Cheers
Archna
From India, Delhi
Hi Archana,
With the high degree of dynamism that organizations have to deal with in the current environment, it is apparent that there has to be a shift for the traditional way of viewing HR. In this respect HR has to be recognized (by CEOs and the like) as a key department that has a critical role to play in the formulation of strategies and not just one that deals with people.
Cheers again
Jayendra
With the high degree of dynamism that organizations have to deal with in the current environment, it is apparent that there has to be a shift for the traditional way of viewing HR. In this respect HR has to be recognized (by CEOs and the like) as a key department that has a critical role to play in the formulation of strategies and not just one that deals with people.
Cheers again
Jayendra
Hi Jayendra,
I agree with that too, but who are we making these strategies for? The people.
And without shifting from the original topic, I would like to add that when I mentioned in my post regarding the people management part of HR, I did not mention that this is the only work they do, but when the culture is becoming narcissist, it is not only the departments who have to handle this, it is a very important part of HR also.
I would really like to know, if you have some examples of companies where CEO involves HR in strategy designing. I'm keen to know of such exemples, as I posted a mail on that as well a few weeks back.
Cheers
Archna
From India, Delhi
I agree with that too, but who are we making these strategies for? The people.
And without shifting from the original topic, I would like to add that when I mentioned in my post regarding the people management part of HR, I did not mention that this is the only work they do, but when the culture is becoming narcissist, it is not only the departments who have to handle this, it is a very important part of HR also.
I would really like to know, if you have some examples of companies where CEO involves HR in strategy designing. I'm keen to know of such exemples, as I posted a mail on that as well a few weeks back.
Cheers
Archna
From India, Delhi
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