the ceo magazine, organizational culture,
Riaz Khadem

Add up all the time wasted doing things that aren’t important in your organization—by you, your direct reports and those reporting to you indirectly. You’ll probably end up with a large number. That number represents your organization’s misalignment.

We once facilitated an executive session with a large company that included three levels of managers. A manager and her direct report volunteered for an exercise you may wish to try in your company.

the ceo magazine, leadership,
Jeff Thompson, MD, CEO Emeritus and Executive Advisor, Gundersen Healthy System

As CEOs we are generally very skilled at strategic planning or operational implementation. Many are great at recruiting and others are superb at building strong teams or diverse partnerships. All of those are very important. But one of the key pieces that many of us do poorly is managing marginal performances or behavior by other senior leaders or recognized “rising stars” in the organization.

the ceo magazine, leadership qualities,
Diana Jones, Author, Leadership Material: How Personal Experience Shapes Executive Presence

Leaders maintaining relationships and emotional equilibrium under stressful conditions is more important than technical acumen. This capacity is prerequisite for inspiring others. Leaders with presence remain steady under pressure.

the ceo magazine, mission statement,
Gary Morton, Author, Commanding Excellence: Inspiring Purpose, Passion, and Ingenuity through Leadership That Matters

Inspiring human beings to achieve the truly extraordinary requires something more than a mission statement. Well-constructed mission statements define the field of play, what the organization does on those fields, and what is unique about the organization’s approach; but they are typically too complex and lengthy to become a rally cry. Two organizations that accomplished what experts in their fields thought impossible exhibited a rally-cry-like internal ethos centered on an absolutely clear organizational purpose.  Task Force 4-68 (TF 4-68) that won an unprecedented nine of nine force-on-force engagements at the US Army’s grueling National Training Center (NTC) and device maker Stryker that grew earnings at a consistent pace of 20 percent or more for 28 consecutive years had simple, three-word goals that expressed their ultimate expectations. These goals communicated a defining commitment that went beyond a mission statement or even a mission statement on steroids. 

As CEO, you’re frequently called on to introduce someone—a celebrity for your big client event of the year, an industry guru for your management meeting, a politician for a community gathering.  Whatever the occasion, you never want to be that person who disappoints the speaker, confuses the crowd, and embarrasses yourself.

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