The CEO Forum Group Magazine Business 2023 (1) - Flipbook - Page 48
Joe Hart
last 8, 10, even 3 years. So that it’s less about, yes, we
have training, but it’s the larger interaction that we
can have globally, whether it’s in person or online So
we’ve got many organizations where the CEO would
say, “Gosh, I’ve only got people in twice a week, I’m
worried about my culture,” or “We’re completely
remote.” And I talked to a CEO the other day who’s
had three mergers and acquisitions in the last 12
months, and they’re remote. That’s hard. So how do
you create a culture and build trust and confidence in
that environment? That’s often where Dale Carnegie
comes in.
“The CEO owns culture.
It’s our responsibility to
lead that and have zero
tolerance for people who
violate culture.”
Part of the question is, what are the things that are
communicated? What does the CEO communicate?
What is the CEO’s reward? What are the things that
are celebrated in the organization? For the CEO
himself or herself to focus on, here’s what I’m doing
to learn, and here’s what I’m doing to invest in my
team and to communicate that, that’s critical, that’s
the framework. We’ve seen that the most successful
companies and if we look at engagement; if it’s not
about AI, it’s about the people. It’s probably the top
concern I talk to CEOs about and I talk to CEOs
around the world—people and culture.
As you speak with CEOs every day, what do you
think is keeping CEOs up at night?
The thing that keeps CEOs up at night is acquiring,
retaining, and building people. We don’t want to lose
people. And what do people want? People want an
organization that’s going to invest in them and make
them feel valued, an organization that they know
they’ve got a future with.
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