“Life’s tipping points occur when we figure out who we are and who we want to be.”
Peter Aceto, President and CEO of ING DIRECT Canada.
Peter grew up in a strict household that powerfully affected his choices. Peter said, “I have a great dad but he was controlling and not always in a good way.”
Taking charge:
“Many choices I made weren’t mine.
I was making someone else happy.
Peter Aceto
Peter explained that his marriage was a catalyst for challenging control. He ended up giving his dad an ultimatum. “It was a real challenge. I have a difficult relationship with dad.”
Helping others take charge:
I wondered if Peter’s past made him a controlling leader so I asked, realizing controlling people don’t think they’re controlling. Peter said, “Just the opposite. I value independence. I never want to be controlling.”
He’s been formed but not conformed by his past.
What does independence look like in growing organizations? Peter explained that information is central to independence “I share as much information as possible as frequently as possible with as many as possible. I ask our leaders to share with their followers.”
“Information enables others to make
better decisions rather than me
making decisions for them.” Peter Aceto
Too many secrets:
Peter’s comments remind me how secretive organizations:
- Paralyze progress.
- Create and propagate inequities.
- Encourage negative speculations.
- Manipulate employees.
Open communication:
- Create communication systems – predictable, systematic channels for sharing information.
- When in doubt, get it out. Err on the side of openness within legal and ethical guidelines.
- Expect people to use information as tools for efficiency and effectiveness.
- Close the communication loop with listening and feedback. Excellence demands feedback.
Life tipped for Peter Aceto when he figured out who he was. His comfort with open communication indicates he’s comfortable with himself.
How can leaders create channels of systematic communication?
What hinders open communication within organizations?
Tags: Communication, Growth, ing direct canada, Interview, Leadership, Leadership Development, listening and feedback, secretive organizations
September 20, 2012 at 7:13 am |
Leaders sometimes worry that they don’t want share too much too soon.. that people wil worry or fill in the blanks with what they don’t know. My style is very transparent, which works for me. I tell them what I don’t know as well and when I will know more. I think letting folks into my head helps to create trust. They know I will be straight and that reduces stress… ironically, even when the topic is stressful.
September 20, 2012 at 7:28 am |
KaPow!
Love that you added, “tell them what you don’t know.” Brilliant.
You remind me that trust includes transparency and it takes awhile for transparency to do it’s work. It’s the patter of transparency that builds trust, not occasional acts.
September 20, 2012 at 7:18 am |
Wonderful i really like it …..specially the tag line when we know who we are & what we want to be, its the biggest question of anyone’s life.
September 20, 2012 at 10:40 am |
What hinders? 1)Rumor mill-faster than a tweet/email in the absence of information. 2) Assuming that your communication is faster than the rumor mill. 3)The misperception that the leader ‘father knows best’ (there’s an obscure reference).
How to create systemic communication? Process map out the sequence of communications with frequency, duration, focus and feedback. Apply the feedback and be very overt in communicating that you appreciate and are using the feedback. Use every tool, old school and new, use it often and then more often. Assume (accurately) that you are always under communicating.
September 20, 2012 at 9:43 pm |
I strongly agree that frequent, common, open communication is extremely important. I like the above comment that one should “Assume (accurately) that you are always under communicating.”
Here’s my one question: Is there not a point where you’ve barraged people with so many emails or paper postings that they don’t pay attention any more? (keeping in mind that one-on-one communication is necessary as well)