“Leadership culture remains in many companies only a lip-service. … While 60% of the respondents consider Leadership Quality important or very important, only in 30% of the cases it is part of an exemplified top-down culture. … To change this, Supervisory Boards and other control bodies need to better survey the leadership culture in their companies.”
CarstenSteinert, Harvard Business Review (D) October 2014
While the importance of leadership for corporate success has become commonplace during the past decades, reality shows that executive management in particular is rarely measured and rewarded on its leadership performance. Due to the lack of appropriate methods, financial performance indicators still dominate most bonus schemes while the dramatic consequences of bad leadership often appear only years later.
But being trusted with a Supervisory role, and relying on executive management reporting doesn’t relieve any Board from their personal accountability. The calibrated Gross Corporate Happiness® Certification provides a systematic analysis of the organizational level of maturity and consciousness and allows objective evaluation of the processes and practices in place to create an optimal workspace for the human potential to flourish and to build resilience for the future.
Based on the calibrated Gross Corporate Happiness® framework, each sub-criteria of the organization will be audited and rated based on factual findings. A comparison to “best in class” levels will give any Supervisory Board sufficient baseline for a constructive discussion with its executive leadership to identify and track the desired target level for the leadership culture.
Due to the largely objectivized indicators, such evaluation is independent of any subjective employee poll and also entails much less effort. Aiming to align the leadership culture with the requirements for a motivating working culture, multi-year roadmaps can be designed that form a transparent baseline for trackingexecutive performance related to their ability to positively activate the human potential.
“We have seen within the past 18 months a complete transformation of an entire workplace. Not only a new future was build through a strong increase in efficiency, but it was our joint effort, from the little worker to top management who build an unprecedented culture of cooperation”
"The Management jointly with the employees in Offenburg have successfully demonstrated how the combination of a clear business focus with spiritual principles like service attitude, honesty and passion, can lead to both, econonmic success and high satisfaction of all workforce. This development became our global benchmark for new aquisitions and turn-around."
"Since the factory was taken over by new management, our relationship between customer and supplier can be described in three words: Trust, Service Attitude and Success. In 18 months, a highly complex new contractual relationship was handled with the utmost fairness and honesty and crowned by a price reduction which exceeded by far any contractual obligations. The service attitude is without question and a strong basis for our own business success. Very rarely have we experienced anything alike."