reframing ESG issues as opportunities to differentiate positively and build brand trust . Moreover , ESG target metrics can be incorporated into talent reward and recogni-tion , using tools such as performance management frameworks and incentive plans . Every issue must be looked at as a potentially huge opportunity to be a cut above the rest and add value to the brand . That mindset is essential to fulfil the main duties of a great CEO .
A good CEO vs a great CEO
A good CEO consistently delivers their main target , which is to increase shareholder value . A good CEO is hard-working , dedicated , motivated , and wants to succeed , but they could be lacking forward vision and some essential leadership skills . We have many good CEOs on the continent , but we need more exceptional ones to lead us on that all-important upward trajectory .
A great CEO not only delivers on results but can develop a pipeline of succession and , effectively , work himself out of a job , leaving a well-oiled system in place that will long outlive their time in the role . It ’ s not just about talent , their efforts will positively impact crucial stakeholders such as the community of employees and suppliers . They will build and develop a lasting legacy that breeds ongoing success . It ’ s about much more than business results . They need to impact everyone that touches the organization as , ultimately , CEOs are the change agents . Great CEOs need to positively impact the lives of the people who work for them , making them the best they can be , as well as impacting the communities they serve .
A great CEO sees the future vision and crafts a great strategy . Not only does the vision have to be real-ized , but there must also be an ability to get a collective buy-in to the strategy .
A key part of this buy-in is being able to attract , motivate and hold talent . As identified previously , this crisis in employment , where so much of our upand-coming talent is exported abroad , is a major issue to overcome .
Having an attractive proposition in the first instance , not least with the company ’ s culture , is essential to attracting the right talent to join the ranks . Being a good motivator and incentivizing them to stay is another string to a good CEO ’ s bow , and there is plenty to be coached on that subject
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An exacerbating factor is the lack of genuine commitment to talent development from African companies . In re-sponse to this , and to turn the tide , CEOs must make concerted efforts to develop young talent through robust development programmes , starting from a grass-roots level . From tiny acorns grow mighty oaks , but only if they are nurtured well .
niche alone .
Cultural awareness is another important subject that a great CEO will be well versed in . Crucially , they will also be aware that this is a constantly evolving subject that needs a fluid understanding . As well as a general culture that encompasses much of the continent ; regions , individual countries , and even spe-cific regions within a particular country can carry with them their own cultural differences , which will always be advantageous to be aware of . A great CEO will have a bigger-picture awareness when it comes to cultural nuance across the continent . That sort of knowledge can be gold dust when conducting business .
Fulfilling the mantle of a great CEO requires tremendous personal drive , and being able to conduct themselves with great humility . Many make the mistake of believing they must have punchy charisma or be a great speaker . On the contrary , in reality , it ’ s more about being result-orientated , confronting brutal truths of any situation , and getting the right people on your leadership team . With all the right pieces in place , it ’ s now about letting them collectively develop the right strategy .
Great minds don ’ t always think alike , but great minds with the same goals will produce better solutions than one alone . The key point here is to get the right people on the bus before you develop the strategy to drive forward . Let them take ownership of the strategy and put the gears in motion . You can steer when necessary , but ultimately , the team is the driving force and you are in charge of maintaining the vehicle diligently .
In summary , being a great CEO is about building a legacy , and the best legacy you can leave comes from carefully assembling the best team to take the business forward .
The most common issues CEOs struggle with …
• Procrastination due to a lack of information .
• A volatile economic landscape .
• Managing stakeholder relations .
• Emotional intelligence .
• Following their predecessor and having big shoes to fill .
• Navigating corporate politics - when you ’ re a CEO , you ’ ll be acutely aware that there are al-ways four people behind that are ready to take your place . It can feel easy to fall off when you ’ re at the top .
So , why are these the common weaknesses CEOs struggle with ? I think they all stem from the fact that CEOs have a general tendency to spiral down negatively due to a slowly eroding lack of confidence . It ’ s usually not recognized by themselves either , or at least , not until it ’ s too late . The fact is , most CEOs don ’ t have anyone to confide in . They ’ re at the top of the executive chain and have no-one to look up to , but there ’ s also a tendency to omit their shortcomings because they don ’ t want to seem vulnerable . They always have to keep face and assert the notion that they are strong .
Coaches are typically the only people CEOs have to talk to openly , and that in itself is a hugely valua-ble advantage of having a coach . They are impartial in terms of your job security - if anything , they are invested in seeing you improve and excel . It ’ s a unique relationship scenario to have at such a high level in business . A friend and confidante at the top is a massive edge that can set you apart from the other players on the field .
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