CEOs spend, on average, just 6% of their time with frontline teams.
I established a 30/30/30/10 target for my time — 30% with customers, 30% with frontline employees, 30% with executives, and 10% with external constituencies. That made me an outlier.in-depth time study by Harvard Business School professors Michael Porter and Nitin Nohria
To change the role of frontline employees and how executives view them, I propose two shifts — one symbolic and one practical. Why do this? First, because paying more attention to frontline workers brings critical motivational benefits. In Medtronic’s R&D labs I got many valuable ideas for new products and new medical therapies. In visits to its factories I realized that it was the assembly workers — not the quality department — who made the difference in the quality of our products.
After three years, when Best Buy’s turnaround was complete, he created a new initiative with the theme “Build the New Blue” and met with employees to empower them., “The heart of business is the idea of pursuing a noble purpose, putting people at the center, creating the environment where you can release that human magic, embrace all stakeholders, and treat profit as an outcome.
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