It’s the end of the year and by now your body of work as a CEO has been determined for 2019.
Have you succeeded? How do you know?
Businesses are typically ok’ ish at outlining their intentions for the year, whether it be with a Strategy or an Operational plan.
But CEOs aren’t. They generally don’t see the causality between their own performance and the business’ performance. It’s not that they don’t recognize a connection between the two, but the extent of the causality is materially underestimated.
When you started the year, what did you have in mind for your CEO output? What did it include, and what did it exclude?
My guess – if you are like most CEOs – is that you assess your performance by what’s in the bank at the end of the year, however you measure that: EBITDA, revenue growth or profit etc.
The problem is that none of these allow you to assess yourself. They aren’t a hypothesis against which you measure your progress at the end of the year.
So, going into the holiday, start the thought process about what you wish to measure next year. Not the measurements themselves, just the categories.
Maybe in 2020, they could include real-performance enhancing measures such as:
Strengthening of your culture;
Growth of needle-moving talent;
A better understanding of the technology influences in your sector;
The integration of your spouse/family into your business;
Your self-management and personal growth;
Your calendar management (and the creation of open, thinking space).
Just a few ideas but there are a LOT more possibilities.
Go into 2020 with a plate-full of joyful, inspirational measures against which to assess your CEO endeavour and watch your business respond.