Читать книгу Winning the Talent Shift - Berta Aldrich - Страница 6

When I was asked to take the helm at Nutrisystem as CEO, the first two things I tackled, in what would eventually be described as a remarkable corporate turnaround, were improving the culture and ensuring that the right people were in the right seats. Diverse perspectives and voices were critical to me as we set forth a vision and strategy and rolled up our sleeves for the hard work necessary to transform the company.

Without a doubt, my biggest success factor as CEO was assembling my executive team and the deliberate way in which we worked together. The team consisted of several superstars I inherited, newcomers I brought in from my network, a diverse mix of accomplished men and women, and several individuals who had left the company years before and whom I was able to entice back. We were a team that was aligned in both mission and passion, plus we valued the uniqueness of thought and debate that each of us brought to the conversation. We encouraged our teams to challenge underlying assumptions and the status quo. We asked people to step out of their comfort zone, we stayed open to a new way of doing things, and we empowered everyone throughout the organization to share his or her voice.

We operated with candor, avoided politics, set high standards for integrity and performance, and held people accountable. Alignment with our cultural values was something we talked about extensively, both internally and with candidates, as we morphed from looking for those who would be a good cultural fit to those who could culturally enhance us.

In short, selecting the right people for your leadership roles and embracing diversity is critical for every organization. I found it equally important to establish accountability in upholding a culture that promotes the right behavior and doesn't turn a blind eye to cultural erosion. As a board member and as an executive, these are the things that we have to get right, as we've seen way too many companies become Wall Street Journal headlines for failing to do so.

That is why this book is so important and worth a read. There are barriers in today's workplace and this book candidly illuminates them. As executives, we cannot ignore that they happen. It's our role to create environments in which our people can succeed – for themselves, for our companies, and for our shareholders. It's time for a shift. …

Dawn Zier

August 2020