Crash Course

Being CEO

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Requirements of Graduation

Proactivity and taking responsibility for your learning

Supporting the learning of others

Implementing in your businesswhat you have learned

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What we offer...• High quality, practical learning• Insight into running business

operations• A neww perspective on being a

leader

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IDEA

PLAN

EXECUTION

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CHIEF

EXECUTIVE

OFFICER

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,,Every truly great leader has an instinct for execution, but that instinct is not typically cultivated in the selection, training and development of leaders. A high proportion of those who actually rise to the top of an organization make their mark as high-level thinkers, uninterested and (as a result) uninvolved in the “how” of getting things done. Many do not realize what needs to be done to convert a vision into specific tasks. “

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Becoming a CEO Course

• 7 key behaviours with Exercises• Leadership and Management

Experience

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7 Key Behaviours For

Execution

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1. Know Your People And Your Businesss

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1. Know Your People And Your Business

Leaders have to live their businesses. In companies that don’t execute, the leaders are usually out of touch with

day-to-day realities. The bulk of information that reaches them is

filtered — presented by direct reports with their own perceptions and

agendas.

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• List your 10 key stakeholders as a leader!

• Select the top 3 most important to you!

• Prioritize them!• Define what each of them expects

from you! (3-5 key points)

1. Know Your People And Your Business

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2. Insist On Realism

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2. Insist On Realism

Many organizations are full of people who try to avoid or shake reality,

because it is uncomfortable, or too revealing of mistakes made. Yet,

realism is the heart of execution, and must be made a priority in every

organization.

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2. Insist On Realism• Assumptions VS. Reality

ASS U ME

What are your 3 key assumptions about your country?

How grounded are they?

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3. Set Clear Goals And Priorities

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3. Set Clear Goals And Priorities

Leaders who execute focus on a very few clear priorities, for a number of

reasons: 1) focusing on fewer (three to four) priorities will produce the best results from the resources at hand;

and 2) people in contemporary organizations need a small number of

clear priorities to execute well.

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3. Set Clear Goals And Priorities

• Look at the structure of your team!• List the 3 key goals that measures

the success of each of your MCVPs!– At the end of their term, how do you and

they know if they were successful?– How would you track it?

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4. Follow Through

4. Follow Through

Clear, simple goals don’t mean much if nobody takes them seriously. The failure to follow through is widespread in business, and a major cause of poor execution. How many meetings have you attended where people left without firm conclusions about who would do what and when?Everybody may have agreed the idea was good, but since nobody was named accountable for results, it doesn’t get done.

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A high-tech company was hit hard by the recession of 2001, suffering a 20 percent decline in revenue. The CEO was reviewing the revised operating plan for one of his most important divisions.

He congratulated the division president on how well he and his people had reduced its cost structure, but noted that the business would still fall short of its target for return on investment and he offered a possible solution.

He’d recently learned about the importance of velocity, and suggested that the division could make real gains by working with its suppliers to increase inventory turnover.

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“What do you think you can do?” he asked the purchasing manager.

The manager replied that with some engineering help, he thought he could make substantial improvements. “I’d need twenty engineers,” the manager added.

The CEO turned to the engineering vice president and asked him if he would assign the engineers to the task. The vice president hemmed and hawed for half a minute. Then he said, in chilly tones, “Engineers don’t want to work for purchasing.”

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The CEO looked at the vice president for several moments. Finally he said: “I am sure you will transfer twenty engineers to purchasing on Monday.”

Then he walked toward the door, turned, and looked at the purchasing executive, and said: “I want you to set up a monthly videoconference with yourself, engineering, the CFO, and me and the manufacturing manager to review the progress of this important effort.”

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What did the CEO do here?

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• Ensure the involvement of all people that have to be but only the people that have to be

4. Follow Through

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• Have a follow up system (not only a computerized system but a system for yourself)

• Determine a balanced follow up frequency

4. Follow trough

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5. Reward The Doers

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5. Reward The DoersIf you want people to produce specific results, you reward them accordingly. This fact seems so obvious that it shouldn’t need saying. Yet many corporations do such a poor job of linking rewards to performance that there’s little correlation at all.

• Measure • Reward • Promote

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6. Expand People’s Capabilities Through

Coaching

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6. Expand People’s CapabilitiesThrough Coaching

As a leader, you’ve acquired a lot of knowledge and experience—even wisdom—along the way. One of the most important parts of your job is passing it on to the next generation of leaders. This is how you expand the capabilities of everyone else in your organization, individually and collectively. It’s how you will get results today and leave a legacy that you can take pride in when you move on.

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• The most effective way to coach is to observe a person in action and then provide specific useful feedback

• When the leader discusses business and organizational issues in a group setting, everybody learns.

• The skill of the coach is the art of questioning. Asking incisive questions forces people to think, to discover, to search

• Education is an important part of expanding people’s capabilities—if it’s handled right. Many companies are almost promiscuous about it, offering cornucopias of generic courses in management or leadership and putting far too many people into them. Keep in mind that 80 percent of learning takes place outside the classroom

6. Expand People’s CapabilitiesThrough Coaching

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Let´s excercise• CEP – VP Operations

– Uneven X performance– Low and slow growth– No pools diversification– Tough personal and sentimental situation– Very skilled. Executer. Little sympathetic

6. Expand People’s CapabilitiesThrough Coaching

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Let´s excercise!• CEO – Unit Manager

– Great support of university– Low number of members– Bad quality exchanges– Very commited EB– Unexperienced but commited LCP– Challenging external environment with high

potential in tourism and environmental sphere.

6. Expand People’s CapabilitiesThrough Coaching

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KNOW

YOURSELF

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7. KNOW YOURSELF

• AUTHENTICITY: A psychological term, authenticity meanspretty much what you might guess: you’re real, not a fake. Your outer person is the same as your inner person, not a mask you put on. Who you are is the same as what you do and say. Only authenticity builds trust, because sooner or later people spot the fakers

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7. KNOW YOURSELF

• SELF-AWARENESS: Know thyself—it’s advice as old as the hills, and it’s the core of authenticity. When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings. You know your behavioral blind sides and emotional blockages, and you have a modus operandi for dealing with them—you draw on the people around you. Self-awareness gives you the capacity to learn from your mistakes as well as your successes. It enables you to keep growing.

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7. KNOW YOURSELF

• SELF-MASTERY: When you know yourself, you can master yourself. You can keep your ego in check, take responsibility for your behavior, adapt to change, embrace new ideas, and adhere to your standards of integrity and honesty under all conditions. Self-mastery is the key to true self-confidence. We’re talking about the kind that’s authentic and positive, as opposed to the kinds that mask weakness or insecurity— the studied demeanor of confidence, or outright arrogance

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7. KNOW YOURSELF

HUMILITY: The more you can contain your ego, the more realistic you are about your problems. You learn how to listen and admit that you don’t know all the answers. You exhibit the attitude that you can learn from anyone at any time. Your pride doesn’t get in the way of gathering the information you need to achieve the best results. It doesn’t keep you from sharing the credit that needs to be shared. Humility allows you to acknowledge your mistakes.

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AuthenticitySelf-awareness

Self-masteryHumility

Let´s check!

7. KNOW YOURSELF

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1. Know Your Business And Your People2. Insist On Realism3. Set Clear Goals And Priorities4. Follow Through5. Reward The Doers6. Expand People’s Capabilities7. Know Yourself

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Wrap Up

What do you have to take care of?