“I don’t know everyone’s name. I’m embarrassed because I think I should know their names.”
When I interviewed the president of a big insurance firm, I didn’t realize that I’d strike a nerve so soon after our conversation began. This was years ago, but my recollection is powerful.
When I speak with senior leaders, I ask them about their organization’s performance. They are quick to note where results are stellar and where they have a need for improvement. They are very familiar with their performance data and share it with little hesitation.
When I ask these same senior leaders about the quality of their work culture, they stumble. They hesitate. They don’t have the data regarding the effectiveness of their work culture at their fingertips.
Why are most leaders so comfortable with tracking results and, at the same time, so disconnected from understanding the health of their work culture?