It’s all too easy to think that CEOs need special knowledge or experience or ability to be able to function as CEOs. As a matter of fact, the primary ingredients for change are not at all complicated and require no special training. As Gal Borenstein tells us in his book “What Really Counts for CEOs”, they are nothing more - and nothing less - than will and courage.
The key to effective management is the possession of these correct tools, along with the understanding that a CEO cannot manage what he or she cannot measure. This must become ingrained in the CEO’s thinking. Otherwise, he or she will simply continue to measure statistics that don’t matter and to act, or not, in response to these unimportant figures.
Another important point is that every CEO must also understand that he or she did not create the culture or structure of the company he or she is heading. The company’s structure or culture has come to be as the result of many forces; the CEO may well be one of these forces, but most of them are institutional and existed and were already in play before the CEO came on board.
A CEO’s responsibility is to provide inspiration and vision. Ultimately his or her imagination and willingness to see it made a reality is far more important than the myriad details his or her managers present each day.
In many ways, the CEO is like a quarterback. As such, every CEO has the leadership responsibility and the power to coalesce or realign the departments and management teams under him or her into a streamlined system that supports the objectives. That is immense power, but what must also be understood is that CEOs must also deal with entrenched structures and with individuals who won’t supply the right information unless it is asked for, probed for, and demanded for.
The success and failure of a CEO is largely determined by how effectively this key task is accomplished. Although others have supporting roles to play as regards this task, and these may well be pivotal roles, the task of spearheading the team - as well as becoming the “fall person” should these efforts falter - is the CEO’s alone.
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