Preparing CEOs for Success

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Preparing CEOs for Success Pub. Date: 5/1/2010 Publisher: H J Heinz Company

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Overview

Chief Executive Officer William R. Johnson of the H. J. Heinz Company, in support of his own CEO succession planning and development efforts, sponsored the research project that prompted publication of this book. The work was made possible by the participation and remarkable candor of Bill and twenty-six other sitting CEOs of global companies. Drs. Leslie W. Braksick and James S. Hillgren of the Continuous Learning Group, Inc. conducted the research during 2008 and 2009. The purpose of the research is to provide unvarnished advice based on the real experiences of sitting CEOs to assist in preparing future CEOs, executives, and leaders. Often, the participants’ experiences were unflattering to themselves or their companies, and yet they shared openly and honestly with the assurance of confidentiality. It matters not who said what, but rather that an impressive collection of CEO peers offered these important insights for future peer CEOs.

Product Details

ISBN-13: 9780692007907
Publisher: H J Heinz Company
Publication date: 5/1/2010
Pages: 216
Sales rank: 338,195
Product dimensions: 6.00 (w) x 8.90 (h) x 0.70 (d)

Meet the Author

Leslie W. Braksick, Ph.D., is a nationally known consultant, executive coach, and author. In 1993, she cofounded The Continuous Learning Group, Inc. (CLG), which is the largest behaviorally based consulting firm in the world. Her book Unlock Behavior, Unleash Profits (2nd ed., 2007, McGraw-Hill) ranked number 14 on the Wall Street Journal’s Best Selling Business Books List in July 2007. The book has also been ranked number 6 of the top 10 business books in 2007 according to 800CEORead. Leslie holds a doctorate in applied behavior science and master’s in industrial psychology. She is currently enrolled in Johns Hopkins University’s Bloomberg School of Public Health and expects to complete her MPH in May 2011. James Hillgren, Ph.D., specializes in helping businesses and organizations increase competitive performance by working with executives in the implementation of the unique practices of organizations with sustained high performance. A graduate of the University of Texas, Jim has a doctorate in clinical psychology.

Foreword ix

How did this Book Come About? x

Part I What we Discovered 1

Chapter 1 What Led to the Study? 2

Chapter 2 Who Participated: Profiles in Courage 4

Chapter 3 The Big Eight Themes 5

1 Tenacity, Patience, and Judgment Required for Decision-Making 6

2 Unique Challenges Posed by the Leadership Team You Inherit 8

3 Prioritization Takes on a Whole New Meaning 12

4 Developing a Trusting Relationship with Your Board Is Essential 14

5 Transitioning Well Matters 17

6 Unending Governance Challenges 20

7 Public Scrutiny: No Private Life 22

8 Isolation of the Job 24

Summary 26

Part II The CEO Prerequisites 27

Chapter 4 Personal Qualities and Attributes 29

1 Integrity 30

2 Courage 31

3 Intellectual Curiosity and Continuous Learning 33

4 Resilience 35

5 Self-Awareness and Humility 37

6 Dispassionate Compassion 39

Summary 40

Chapter 5 Career Experiences 41

1 Living and Working Outside the U.S. 42

2 Running a Standalone P&L 44

3 Having Strong Foundational Competence, Especially Strategy 45

4 Leading Frontline Operations 46

5 Having Experience in All Aspects of the Business 47

6 Working with Different Constituencies 48

7 Sitting on Other Boards 50

8 Learning Through People 51

9 Learning Through Crises 52

Summary 53

Chapter 6 Management Practices I Have Learned 54

1 Engage and Motivate Others Without Relying on Financial Rewards or Threats 55

2 Let Go of Things I Used to Do Well 56

3 Be Clear About the Behaviors and Competencies I Want to See in Others-and Serve as a Role Model 57

4 Be Clear and Relentless About Our Direction 59

5 Provide Others with Timely Feedback and Acknowledgment 61

6 Encourage Divergent Opinions 63

7 Assess and Act on Competency and Performance Issues 64

8 Use Candor in Communications 66

9 Collaborate 67

Summary 68

Part III The CEO Handbook 69

Chapter 7 Preparing Well for the Job 70

Study Highlights 71

Detailed Findings 76

1 International Experience 76

2 Board Exposure and Experience 78

3 Running a Business 80

4 Mentoring from Boss and/or Coach 81

5 Functional Experience and/or Business Rotations 83

6 Use of Leadership Development Resources and Experiences 84

Recommendations 85

Chapter 8 The Handoff from the Previous Chairman/CEO 92

Study Highlights 92

Detailed Findings 93

1 Changing Market and External Environment 93

2 Challenges from Inside 93

3 Interpersonal/Relationship Dynamics in the Handoff 96

4 What Worked/What I Wish Had Been Different about the Transition 100

Recommendations 103

Chapter 9 Leading Your New Team 105

Study Highlights 108

Detailed Findings 110

1 Selecting the Senior Team 110

2 Acting on Talent Gaps or Issues 112

3 Leading Former Peers 114

4 Leading the Team When Joining as a CEO from the Outside 115

5 Aligning the Senior Team 117

6 Developing Leadership Talent 119

Recommendations 121

Chapter 10 Working with your Board of Directors 128

Study Highlights 128

Detailed Findings 129

1 Prior Exposure and Experience Working with the CEO's Board 129

2 Developing Personal Relationships with Board Members 131

3 Dynamics with the Board and Impact on CEO/Board Effectiveness 133

4 Impact on CEOs of Board Members' Increased Accountability 136

5 Dynamics of Chairman and CEO Roles and Succession of CEO to Chairman 137

6 Selecting Board Members 138

7 Board's Involvement in CEO Succession 139

Recommendations 140

Chapter 11 Being CEO to the Outside World 144

Study Highlights 145

Detailed Findings 148

1 Recommended Preparation for Fulfilling the CEO's External Role 148

2 What It's Like to Deal with External Stakeholders, by Audience 150

Recommendations 153

Chapter 12 Combating the Isolation of the Job 156

Study Highlights 158

Detailed Findings 159

1 People Want Something from Me 159

2 Dealing with "Stardom" 159

3 Impact of Communicating as the CEO 160

4 Compensating for the Lack of Candid Information 162

5 Advisors 163

Recommendations 166

Chapter 13 Managing the Work-Life Imbalance 169

Study Highlights 171

Detailed Findings 173

1 Staying Connected with Family 173

2 The Role of the Spouse 175

3 Coping with the Physical Demands of the Job 176

4 Personal Choices, Motivations, and Frame of Mind 177

Recommendations 179

Chapter 14 Do's and Don'ts for Your Succession 181

Study Highlights 182

Recommendations 183

1 Ready, Set, Lead! 183

2 Make Sure You Have Prepared for the Role 183

3 Identify and Cultivate Your Networks and Advisors 186

4 Get to Know Your Board 186

5 Handle the Selection Process with Grace 187

6 See the World Through the Eyes of a CEO 187

7 Plan the Transition with Your Predecessor 187

8 Develop Relationships with Your Senior Team 188

9 Assess Your Leadership Team 189

10 Align Your Senior Team 189

11 Assess the Organization 190

12 Prepare Your Family for What the Job Will Mean to You and to Them 191

13 Commit to Your Own Well-Being 191

Part IV Participating CEOs 193

Part V The Researchers and Authors 207

Introducing CLG 213

Acknowledgements 214

Leadership Self-Assessment Tool 215

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