‘Reputational Rot’ and ‘Brand Bruising’ are symptoms of a fast growing corporate syndrome sweeping through board rooms and senior executive suites across Australia.
‘Personal Brand Disorder’, or PBD, is the result of exposure to dysfunctional business practise brought about by complacency and lack of diligence, inflamed by inaction.
The Spheres team is experiencing an increase in ‘patients’ seeking advice to treat the virus that is crippling many Board Directors and CEOs.
A number of business leaders have presented with serious symptoms in recent weeks ranging from the first signs of discontent to outright fever pitch dissatisfaction.
Surprisingly, in a number of cases, the symptoms are presenting after the election of a new Board.
‘The new Board was elected just over twelve months ago and their enthusiasm for the business is evident in their scrutiny of all things operational,’ states Douglas, education sector CEO (not his real name).
‘The greatest risk, however, was the level of governance knowledge and strategic diligence attributed to the new group. I felt as though I was constantly putting out fires, rather than building the business…….to the point where our membership was being affected and ultimately our existence. There was little or no regard for the expertise which exists within the organisation itself, or consideration given to the fact that we have grown from a series of small state chapters to become one of the world’s leading international associations. I felt as though my tenure was untenable.’
One very experienced Board Director has been adversely affected by the appointment of just one new board director to the board of an international sporting association.
‘Unfortunately not all Board nominations or appointments are scrutinised to the extent to which they should be in relation to the needs of the organisation. In this case the appointment of a new board director has resulted in the resignation of the CEO and a number of experienced directors,’ says Penelope (not her real name).
‘The lack of experience in governance protocol and practise demonstrated by the current board places it in the ‘high-risk’ category and I now fear for the long-term sustainability of the organisation,’ the independent director concluded.
Spheres has responded by providing customised solutions for each client, including independently audited references through the 360 Personal Brand review program.
Australia-wide Business Training Chief Executive, Larry Gould, recently commented ‘Companies are reassessing the landscape in which they operate and realise the crucial role of human capital in securing their business growth objectives.’
‘They are rapidly modifying the HR practices of the past and seeking to implement modern talent management strategies that are more closely aligned to their business objectives.’
Spheres agrees and provides our top three PBD remedies for healthy leadership:
‘Spheres provided our organisation with a brilliant ‘Status Report’ and ‘Road Map’ to support the Board and comfortably refocus its energies on growing the business whilst enjoying the reassurance that they are leading a strong, capable management team,’ concludes Douglas.
Whilst Penelope has secured two senior Board roles she believes fulfill her desire to contribute in more productive environments.
‘I knew that I had to move on as the rest of the Board were unable to challenge the leadership style and demand appropriate governance and strategic direction. My 360 Personal Brand Review gave me the confidence to pursue better options, knowing that I had the proof to back up my stated experience and reputational value whilst building my brand at the same time. I now know that the symptoms I was suffering can be treated and ultimately cured by using the tools provided through my very own 360 Personal Brand Review.’