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Overview
Here are the true experts on becoming a successful CEO-the men and women who have actually done it! Here, in their own voices, more than two-dozen CEOs from top global companies tell you "What I Wish I Knew" prior to taking the top job. They reveal what future CEOs-and leaders at all levels-need to do to prepare for and navigate tomorrow's leadership challenges.
The blue section of this book reveals "What We Discovered": the 8 key themes that the CEOs told us they were not prepared for, and wish they had known more about: transitioning, decision-making, public scrutiny, working with their Board of Directors, etc.
The red section discloses the prerequisites every CEO needs for the job, including 6 key personal qualities, 9 specific career experiences, and 9 tested management practices that they rely on most heavily every day.
The green section ("The CEO Handbook") is your personal guide for the most critical aspects of being a CEO. It overflows with anecdotes and advice on leading your new team, combating isolation on the job, managing work-life balance, etc.
Leadership Self-Assessment Tool: compare your progress in areas that our CEOs believe are most important-see page 215!
Product Details
ISBN-13: | 9780692007907 |
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Publisher: | H J Heinz Company |
Publication date: | 05/01/2010 |
Pages: | 216 |
Product dimensions: | 6.00(w) x 8.90(h) x 0.70(d) |
About 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.
Table of Contents
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