This breed of CEOs is not as rare as one would believe it to be, provided the canvas is not restricted to the private sector alone. Consider some non-government organizations working in the social sector. Or, look at some government-owned companies or research outfits. In many such cases, one is apt to run into CEOs whose Concern for Production is not inspiring. Nor is their Concern for People. They are primarily driven by their Concern for Ethics. Their work ethics are drawn from a value system which places a high premium on discipline and procedural compliance. A feudal approach comes naturally to them. Their passion for perfection could easily drive others around them crazy.
In terms of an upgraded Blake Mouton Grid, they rank closest to 1,1,9.
CEOs of this kind thrive in environments where the control over resources provided is not very strict, where excuses and justifications for lapses are readily accepted and where norms of accountability are poor. Situations which involve results which are not easily measurable, say, in the realm of social change, attract and retain such talent readily.
Some of these could be brainy coves who are brimming over with ideas. Often, they rank high in terms of their IQ levels, but pretty low in their EQ levels. They lack the ability to compromise. For their team members, it is either their way or the highway. Publically dressing down those who under-perform – in their view – is a habit with them.
What makes them handicapped in realizing their true potential is their inability to organize things and to handle people.
If they decide to become stand-alone entrepreneurs, they take off well. But after the business has grown to a certain level, they are neither able to delegate tasks, nor able to build up teams to support them. The business continues to chug along with high attrition rates, sans any major growth.
The private sector views them with the healthy contempt they deserve. They never quite make it to the much-coveted corner office. Once they hit the proverbial glass ceiling and prove the veracity of the Peter’s Principle, managements find ways to either get rid of them or park them in a relatively harmless spot of the organization.
They could be stand-alone zealots equipped with technical knowledge of a superior kind. They could be great leaders in such areas as Product Engineering, Research and Development, Innovation and the like. They could also make great Executive Assistants – loyal, sincere and devoted. Some could even get to head such functions as Internal Audit and Finance and prove to be a perennial pain-in-the-neck to all and sundry.
Such CEOs are saint-like souls who have to willy-nilly manage to keep their body and souls together. Driven by altruistic motives, their conduct is often an object of ridicule. Often, they happen to be known as GFN – Good for Nothing fellows.
Note: Inputs from Ms Somali K Chakrabarti are gratefully acknowledged. She can be found at Scribble and Scrawl (https://prepforum.wordpress.com)