How can CEOs lead their organizations to become more future-proof and robust ?
Contrary to the view that they should be squeezing every last drop from the workforce , one thing eve-ry CEO should be promoting is a work-life balance among their team .
There are numerous studies , and a tonne of anecdotal evidence that suggests a harmonious work-life balance throughout a workforce has one of the greatest positive effects on collective productivity . Rich-ard Branson ’ s famous statement ; “ If you take care of the employees , they ’ ll take care of the clients ” is a gospel truth that should be applied to all modern enterprises . In the same breath , this time regarding personal development , he also went on to say ; “ Train them well enough so they can leave ; treat them well enough so that they don ’ t want to .” Every CEO should take heed of these pearls of wisdom .
Employee management aside , CEOs must be constantly pursuing a sharpening of the collective skill set within the business , not least of themselves . As we move onwards into the digital age there are con-stantly emerging trends and opportunities that come with that , which require new skills . Being first to the party can often pay dividends , but if you want to keep up with the competition , you will need to embrace every advantage that comes with modernity , whether it be technological or otherwise . At the very least , you need to be keeping up with the times . However , only pioneers break new ground - it ’ s that simple .
Forward-thinking in regard to an evolving business strategy is equally important . A great CEO needs to have a clear understanding of where the industry is going and have the ability to execute a vision so the business is ahead of the curve and in front of its competitors .
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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 .
measure and report results . This should be geared towards identifying both suc-cesses and areas with room for improvement . Much like a mentor can educate a student of the past , a CEO must encourage an ongoing review of the company ’ s business operations , in order to identify les-sons that can be learned and acted on in real time .
Lessons in action : What I have watched and learned
One of the biggest lessons I have learned from observing CEOs in action is that , above all , their person-al character , moral fibre , and insatiable drive , are what separates them from the rest of the pack . In most cases , that ’ s not learned behavior , it ’ s inherent to their character . Most importantly , they have an extreme belief in themselves that goes beyond what would be considered normal .
This self-belief is definitely a strength , but it also often leads to vulnerability - they are unaware of their blind spots because they are so confident in their ability and don ’ t think they need help . Whether you ’ re at the top or the bottom , you must embrace selfimprovement as an ongoing mantra to live by . what makes a great CEO . They will be great communicators that command respect , and although there should be a hierarchical degree of apprehension when deal-ing with the boss , they will also be likeable and approachable . The best CEOs will project a good bal-ance of these two perceptions to their subordinates .
The importance of communicating transparently in all scenarios is also a big part of maintaining integri-ty within a company . Be straightforward - and even blunt if necessary - but never rude . Beating around the bush and offering vague instructions will certainly not command respect . Whether you are com-menting on negatives or giving praise , always be transparent and genuine . In the case of a particular negative scenario , such as blatant insubordination or foul play , the best CEOs have a very low tolerance for actions that are inconsistent with the values of the organization . They are firm but fair , but ultimate-ly not scared of cutting out any dead wood if it ’ s weighing down the rest of the team . A great CEO will toe the line between ruthlessness and empathy .
What should a CEO look for in a great coach ?
In the same vein , a leader must grasp the harsh reality that you can ’ t reach new horizons without being willing to make mistakes and fail . Every new recipe needs a lot of tweaking to get right , but provided you have a wealth of ingredients to work with you are readily equipped to move forward creatively and produce something special .
Finally , a key retrospective aid that will benefit any business is having a barometer structure in place that will enable it to
Another key tenet of a CEO ’ s character is their tendency to skew towards best practices across a range of situations , both unexpected and commonplace . They are very unlikely to be rogue in character or rash in their actions . They are instinctive and swift to act , but not rash . There are a few ‘ maverick ’ characters that break the mold and succeed , but for the most part , these types of individuals are the instruments of their own undoing .
Interpersonal skills are the backbone of
The first thing to look for is someone who has successfully walked the journey and has a track record of achieving the same aspirations you have for your career and your business . The benefits of being mentored by someone who has “ been there and done that ” are worth their weight in gold .
A CEO also needs to have good personal chemistry with their coach - this is absolutely essential . They need to be friendly , as that kind of bond brings with it openness , trust , and the ability to confide in
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