In every pursuit, there are two fundamental performance markers for leaders: What am I contributing now? What am I capable of contributing? There are many conversations to be had about the gap between these two points, but let’s focus on one: Honesty.
As you know from reading my weekly posts, I live for the ‘mission’ of the CEO and all that you folks can accomplish through your work and businesses. So, I dedicate my birthday wishlist (at least in this environment!) to you and your work.
CEO INSPIRATION: the exceptional work of a craftsman.
As a CEO you can lead your business with all the attributes of that Acura NSX production team. You can produce the wonderful creations that they produced, in human form and in organisational form. But. You’ve got to believe it’s possible. You’ve got to be a dreamer.
Dashboards are valuable for two reasons: they build the perspective CEOs require to bring about Optimal System Performance and the information must be supplied by others and curated for your benefit. The heavy-lifting is done by others, thereby providing the CEO with crucial buffering.
As a CEO, when is the right time to invest in yourself?
At a minimum, try to be direct and honest with yourself about your current ‘state’ regarding whether a learning intervention is required. Even if you choose not to embark on one, acknowledge the true reasons behind that choice. That alone will be helpful.
Great thinking is having a hyper-accurate map that takes you directly to the pot of gold. Low-quality thinking is having a map that is inaccurate, purports to take you to the same pot of gold, but leads you somewhere else.
CEO Masterclass: Get to know your organization in a whole new way.
In this CEO Masterclass, you will explore cognitive ways to think differently about the dynamics of their business, rather than just how it looks on a page or screen. You will learn a hands-on review of your business, how to create a different perspective and what brilliance can you unlock in a short time frame.
Turning your organisation into a Thinking Environment
This CEO Masterclass will focus on how you can turn your organisation into a thinking environment and will outline the benefits and possibilities experienced when CEOs create space for thinking in their organisation.
Move away from the updating (which I’m sure you do well) and allow yourself and others to see their work story for what it is: a never-ending set of linked experiences that can be reframed into an engaging and extraordinary story.
"Performance meets Joy": Exploring a new blueprint for CEO success
This is part one of a four-part CEO Masterclass series. In this Masterclass, you will learn about changing trends amongst global CEOs, the concept of 'Performance' and how it is altering CEO best-practices and how to redesign your approach to CEOship.
A ‘leadership license’: would you qualify? Fundamentally, leadership is about taking partial responsibility for the good of others, a fact that gets lost in the ‘noise’ that often accompanies executive leadership: status, compensation, power, profile.
‘Concocting’: a vital CEO-skill that you might not have clocked
As a system-leader - or enterprise leader, as the CEO position is nowadays being referred to - you are responsible for bringing a whole bunch of people, energy, initiatives, ideas, hopes, capital and technology together in a manner that ‘wins’.
Having tough conversations in dispersed work environments.
Tough conversations push people to the edge and bring up fear-based responses. That’s why they go wrong: they take people to their ‘learning edge’ where they are operating beyond their comfort zone, giving rise to a host of sub-optimal behaviour patterns.
One of the implications of doing a ‘Superjob’ is that it is crucial to appreciate that one person cannot understand - or be effective - at every aspect of the role. The structuring of your counsel needs to be thoughtfully done to plug the gaps that you might not fill.
The CEO Quick Response Forum - Virtual-Exco Best Practices
Virtual-Exco Best Practices: Getting impact from your leadership group. The quality leadership required from you is dependent on the freedom you have to strategize and think. This freedom can only come through the support of your Exco team.
The CEO Quick Response Forum - Remote 'teaming': getting the most of your teams.
It's stating the obvious that most 'rules of engagement' within the business community have changed. One such change is that collaboration now needs to happen at an even higher level of efficacy, but without the benefit of being close to each other.
Thoughts about a quality CEO response to the Coronavirus
Great businesses survive by approaching challenges better and differently than their competitors. Think ‘great’ right now, in the most holistic sense of the word, and formulate your best possible response to this virus.
The passing of Jack Welch: A legacy to celebrate or to learn from?
My take is that Jack Welch was a solid person, a good leader and is worthy of our attention. His way was neither evergreen nor for everyone, which is surely a leadership learning for all of us as we seek to find our own particular leadership ‘genius’.
As a CEO, these days it is absolutely impossible to be excellent at every aspect of your broad and diverse role. It’s useful to have a clear and easy way to diagnose why you may be struggling with elements of your work.
Will you be a winner, or will you get slapped in the face?
Many CEOs have taken no action on issues like climate, inequality, poverty, global resource constraints etc. And maybe, in the short term, that is an understandable view: ‘This won’t come to bear during my tenure, so I’ll kick it down the road.’
There has never been a better time to be a CEO as the optionality about where you work, how you work, who you work with and what you do has never been greater. This is even more true for the CEO, given your ability to make change.
My experience is that CEOs seldom recognise that their own impetus as a system leader needs to be in alignment with that of the business. If this is not the case, it’s like the car is wanting to go faster, but is not in the right gear, or not in gear at all – metaphorically speaking, of course.
Great questions bubble away under the surface until they rise up at just the right moment. Some questions - and many others - are designed to keep you on your CEO 'toes', keeping the building of your leadership craft front and centre.