Carly Fiorina is an American business woman who was born in 1954. she is much known for her tenure for she was primarily a tenure as the chief executive officer (CEO) of the Hewlett-Packard (HP). Other than being a reputable business lady, Carly Fiorina was an adviser to the Republican Senator John McCains Presidential campaign. Evidently, Carly Fiorina was the leader of the largest technology sector merger in history where the HP acquired the rival personal computer manufacturer referred to the Compaq.
The Best Practices That Were Used by The Leader
There were many services that were used by Carly Fiorina. These practices were inclusive of the unpaid service that was performed by Carly Fiorina life on the Safeguard Business Board.Again, Carly Fiorina spent a time of two years driving the Central Intelligence Agency External Advisory Board from the years 2007 to 2009, thus becoming the chair of the board. Carly Fiorina knew that a leader who took charge of the communication around a reorganization could easily make sure that she prevented the discourse from engendering fear (Bikfalvi, Jager, and Lay, 2014). As a productive leader, Carly Fiorina ensured that she structured her organization in a more flexible way that could enable her to be accountable of all her actions that she was doing in the whole organization. She was determined in being the best CEO, thus she decided to structure all her actions in the right way. The guideline purpose of Carly Fiorina structuring her origination was for the sake of making sure that her goals were more defined and the available resources were well optimized in the right manner. Again, when an organization is well reorganized it avoids losing its reputation due to issues of personal power shifts either real or imagined.
Specific Leadership Actions Used by Carly Fiorina to build and structure a productive Organist ion and the whole Culture
Carly Fiorina was a leader who employed the use of different strategies that made her emerge very successful. At first, Carly Fiorina understood her roles as a leader and was ready to do all that was required of her to emerge successful. Carly Fiorina did all these actions by seeking contribution, avoiding challenges and encouraging collaboration that would emerge to be or greater success to the whole organization. Again, Carly Fiorina made sure that his team was accountable for their actions, thus he encouraged them to work with positive minds. Despite her failures in business, Carly Fiorina was determined in making sure that she worked on her weakness and made her strength a success in her work (Bikfalvi, Jager, and Lay, 2014). Carly Fiorina did not abuse anyone, rather she hereby conveyed that she was determined in helping the team process that required information that could boost the business success. She made clear to all her teamwork that it was not her duty to find answers to them rather it was her duty to help them know how to get the right solution possible. Whenever she gave her team the message that time was their boss, she was sure that important goals were going to be achieved. As a CEO, Carly Fiorina was more effective in communicating to the whole company that the resource of time must be squeezed for all its worth instead it was worthy being better utilized. Carly Fiorina had the characteristic of harping on time constraints and breathing down managers necks by trying to make them do so much in a short period of time (Bikfalvi, Jager, and Lay, 2014). However, she employed the use of a smart strategy to ensure that her habit of making managers do a lot within a short span of time did not make the organization frantic and ultimately ineffective. Precisely, Carly Fiorina managed to launch and develop a Political Action Committee (PAC) that was referred to as Up-Project. Based on her stated mission of the organization, Carly Fiorina managed to engage women with new message of making sure that they focused on their personal interactions with all the voters who were going beyond the traditional methods of identifying, persuading and turning out voters.
Two examples of Best Practices for Leaders in Team Development and Communication under The Three Dimensions of Energy, Engagement and Exploration
The two practices are inclusive of good communication and better decision making processes. Through the use of the three dimensions, leaders will manage to employ a successful communication pattern that will help the team to work better. Good communication develops personal communications that will be of greater use to building up a reputable teamwork. First, energy is important in giving the magnitude required of both informal and formal communication taking place between team members (Scheepers and Maree, 2015). On the other side the second dimension is the engagement that evidence the degree of interaction taking place between the team members and all the contribution that they give to the group discussion. The third dimension is exploration that defines the extent to which the team members will have to employ in engaging each other teams that are working on the related initiatives and make sure that the findings of the group are good.
Planning Methods Used by Carly Fiorina with the Organizational Vision
There are many planning methods employed for use by Carly Fiorina. They are namely, her leadership competencies, her behaviors that are related to leadership effectiveness and her ability to clarify as well as speak of all the objectives that she has. Carly Fiorina is also a supportive leader as she is much concerned with variety of teamwork approaches. To plan her work well, Carly Fiorina ensures that she plans and solves are the arising problems on a timely basis.
Actions that Built and Foster Team Development and Teamwork
Evidently, fostering teamwork is a better act that entails the creation of work culture that is much determined in valuing collaboration. In a teamwork environment, pole ae much sure in understanding and believing that thinking as well as decision making and planning of all the required activities of the organization are better done in a cooperative manner. Another action that help in building and fostering team development is the act of the executive leaders communicating clear expectations that teamwork and collaboration are expected. Consequently, no one owns a king area or the whole process all by himself. Therefore, the leaders need people to guide and gives ideas on how to make the organization a success like in the case of Carly Fiorina. Another action that help in building and fostering team development is making sure that teamwork is well maintained even when things are going wrong (Yeh et al, 2006). Also, it is the responsibility of the organization members to make sure that the values of the whole organization are well written as well as shared to make the teamwork more reliable. Recognizing as well as rewarding teamwork is another action that help in building and fostering team development. It is by doing that teamwork can advocate for bonuses and rewards that depend on collaborative practices and individual contributions as well as practices. When teamworks are much promoted they help in making sure that there is more promotion in people who do better in a given company.
Bikfalvi, A., Jager, A. & Lay, G. (2014), "The incidence and diffusion of teamwork in manufacturing - evidences from a Pan-European survey", Journal of Organizational Change Management, vol. 27, no. 2, pp. 206-231.
Scheepers, M.J.d.V. & Maree, L. (2015), "Fostering Team Creativity in Higher Education Settings", The E - Journal of Business Education & Scholarship of Teaching, vol. 9, no. 1, pp. 70-86.
Yeh, E., Smith, C., Jennings, C. & Castro, N. (2006), "Team building: a 3-dimensional teamwork model", Team Performance Management, vol. 12, no. 5, pp. 192-197.
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