Do you have capable managers on your top team? That won’t be enough. Managers like/need to be told what to do. Leaders (executives) create momentum on their own, making decisions as needed to achieve an objective. Collecting and growing an excellent leadership team is one of the most critical aspects of a CEO’s job.
Can your team keep up if you ask them to tackle new challenges without giving them new resources to offload other tasks? Here are the key steps to moving a team through a detailed, integrated project planning process.
Hidden leaders can appear anywhere in your life, whether business or personal. Here’s a story of one person who might have been low on the social ladder, but who touched people’s hearts in a big way.
When the CEO is the new hire in an existing company, he or she needs to be the architect of a well-thought out plan to produce the best possible results. Here’s how Bob Fahlman, CEO of Paradigm, did just that.
In both my own company and several client companies, we’ve discussed, then written out a code of conduct to help set expectations about how we should treat each other. Some companies, especially young ones can be rough places to work. Letting the “roughnecks” run free will destroy the willingness of many other talented people to contribute at all, and many will leave.
Some days in business – when you get the news that scares you – you feel like you’ve seen a ghost. Who do you call? Your very own version of the business ghost busters.
The executive’s life today is full of interruptions and distractions. But the one tool we all possess remains the most powerful, even though no new hardware is available.
Many CEOs spend too much time in the office. Get out into the marketplace and investigate with an open mind. You’ll find new ideas and new realities that will give you clues about shaping your business.
The CEO leads and their underlings serve them. Or at least, that’s the traditional business paradigm. Back in 1982, Robert Greenleaf wrote a book that turned this structure on its head.
Too often we favor our own ideas, to our detriment. Here’s my secret plan: ask, listen and learn as a first step in most things. But my listen and learn secret plan can be difficult to follow.
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).