In the furore surrounding Apple's Steve Jobs taking six months off for health reasons, no one seems to have spared a thought for his employees. Everyone is busying themselves worrying about his absence's impact on share prices and Apple's Q1 results. But what of the people who joined Apple because of its charismatic leader?
As co-founder and chief executive of the company, Jobs has involved himself in Apple to an extraordinary degree, with input in everything from marketing to ideas for new products. And while his commitment and enthusiasm are commendable, does it make sense for a chief executive to be quite so involved?
This is not Jobs' first extended absence - he was successfully treated for pancreatic cancer in 2004 - and Apple's chief operating officer, Tim Cook, is more than capable of taking over the reigns, so analysts are confident that the day-to-day operations of the company will be unharmed.
But how do organisations keep staff engaged - and confident - when key people are absent for more than a few weeks? Should chief executives be persuaded to distance themselves from their employees? Consider the implications - staff who aren't entirely confident about the ongoing performance of the company, or the security of their own role. Employees who feel that the spark has gone, along with their boss.
Inevitably, HR will be left picking up the pieces - so what can be done to future proof an organisation and workforce against life without a leader?
Comments (3)
Posted by Weedie Sisson | January 26, 2009 11:53 AM
Future proofing comes down to 3 interlacing threads – BRAND, SUCCESSION and robust effective COMMUNICATION. This fabric keeps staff engagement alive and strong enough to carry on in the absence of a physical leader. Great leaders, like Steve Jobs, build great brands and ensure succession by communicating relentlessly, staying involved and instilling a sense of ownership in others.
Most importantly, great leaders and brands engage staff on 3 levels – individuals will connect emotionally to feel engrossed with their work, cognitively to focus effectively on their work, and physically to go the extra mile when faced with challenges. Engaging at these 3 levels positively influences an individual’s intention to stay with their employer, even in the most uncertain times.
Posted on January 26, 2009 11:53
Posted by Ron Eldridge | January 26, 2009 12:21 PM
The good news for Apple is that the importance of individual leaders has long been accepted as overplayed. Apple’s success has been built by developing a strong brand and huge customer loyalty, underpinned by some key principles of employee engagement:
• A compelling vision for the future that every employee can feel part of
• A clear understanding of how each employee contributes to Apple’s overall success
• An opportunity to grow and develop as the organisation grows
• Fair reward for each individual’s contribution
HR should use Steve Jobs' absence as an example of how Apple takes employee well-being seriously.
Posted on January 26, 2009 12:21
Posted by Jez Cartwright | January 28, 2009 11:36 AM
When a charismatic leader leaves a business there will always be a level of fallout where people decide to exit. This is somewhat inevitable but there is a way for firms to protect themselves from this if they are clever in their approach. The key is for the traits of these leaders to be in the DNA of the company and have other similar figures who can create a similar buzz through their personality. So in short stay close to your people and make sure you have good succession plan that includes the right DNA.
Posted on January 28, 2009 11:36