新しいcEOsのためのSeven Surprises
(ミハエルPorter)

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ミハエルPorterのジェイLorsch、Nitin Nohria、新しいcEOsのためのSeven Surprisesの説明。 (「04)

目次

  1. 要約
  2. フォーラム
  3. ベストプラクティス
  4. Expert Tips
  5. リソース
  6. 印字

新しいcEOsのためのSeven SurprisesはミハエルPorter、ジェイLorschおよびNitin Nohriaによってceoのリーダーシップに関する記事の2004年10月のHBRではじめて記述されていた。


最近任命されたceoとして最終的に作戦を置く力があると、1つに考えるかもしれない。 あなたのビジネスの細かい条項に、およびフルアクセス起こらせる事を権限。 この仕事はとても簡単であるとしかし予想すれば、今目覚めるべきである。 あなたの会社の福利のための完全な責任に耐える。 しかし多くの重要なビジネス要因からの少数のステップである。 株式会社で誰でもよりより多くの力を有するが、それを注意深く使用する必要がある。

何も-会社内の大きいビジネスを導かない-十分に人を行政長官であるために準備しないことをPorter、LorschおよびNohriaは発見し。


新しいcEOsのための7つの最も公有地の驚き:

  1. 会社を経営できない。 外的な要求の薄い容積そして強度は驚きによって多数を取る。 ほとんどあらゆる新しい行政長官は株主、分析者、役員、企業のグループ、政治家および他の選挙区民を世話の時間の下水管を経営するために戦う。
  2. 注文を与えることは非常に高価である。 提案は彼が熱意とのそれを批准してもいくなければ最終認可のためのceoに達するべきでない。 それ以前に、問題で動作する皆は潜在的な取り引きのブレーカを上げ、解決するべきである。 ceoは戦略的に重要な時のだけ議論にフィードバックおよびサポートを与えるために持って来られるべきである。
  3. 実際に起こっているものが知っていることは堅い。 確かに、cEOsは情報とあふれるが、信頼できる情報は意外にも乏しい。 企業の上に来るすべての情報はそのようなよい意思を用いるよい意思と、時々、時々ろ過しない。
  4. メッセージを常に送っている。 ceoの単語そして行為は、どんなに小さいですか偶然に言われて、直ちに、吟味されて、解釈されておよび時々徹底的に誤った解釈広がり、増幅される。 比較しなさい: Charismatic Leadership
  5. 上司でない。 ceoが経営階層の上で置かれるかもしれないが彼はまだ役員会に報告する。 最終的に、板は担当している。 ないceo。
  6. 楽しい株主は目的でない。 cEOsは、最終的に、重要である長期的な価値創成のはだけであることを確認しなければならない。 今日の成長の予想また更に株価はあまり関連していない。 比較しなさい: Moral Purpose
  7. 今でも人間だけである。 ceoは家庭でそしてコミュニティで、彼が外界への関係を彼の構成必要とすることを確認するべきである。 彼が彼の企業の生命までに完全に消費されること避けるため。

新しいcEOsのためのこれらのSeven Surprisesはある重要なレッスンを運ぶ:

  • あなたが組織の文脈よりもむしろ毎日の業務の焦点を経営することを学ばなければならない新しいceoように、最初に。
  • 二番目に、あなたの位置が導く権利相談しないあなたの位置が構成の忠誠を保証することを確認しなければならない。
  • omnipotentだったように他が扱うかもしれないのに最終的に、限定の範囲に応じてあることを覚えなければならない。

Seven Surprises for New CEOs フォーラム
  The Top Leader's View: A Leadership Labyrinth
Working on my dissertation in Leadership raised an interesting series of questions for me.
1. Is there still a leadership ceiling once you reached the top leadership position?
2. If we're assuming the current position of leadership i...
     
 
  CEO's Dilemma: Infinite Business Possibilities in a Finite Company!
In an organizations, there are many choices to make about the dimensions of strategy, management, intelligence, synergy and innovation to achieve business success.
Disagreements in the organization don't help much to choose the right way.
W...
     
 
  CEO is a Facilitator and Needs Followers
A new CEO must share his/her vision to the organization in order to attract followers. In the whole process, the CEO must also be ready to be led by the followers.
Carrying out a stakeholder analysis
     
 
  Alternate Meanings of CEO: Chief Excitement Officer
Besides the standard
- Chief Executive Officer
and the already mentioned in this forum:
- Chief Enabling Officer / Chief...
     
 
  7 More CEO Surprises
1. He can be the loneliest person in the middle of nowhere
2. Confidentiality on certain issues makes him lonelier still
3. Figuring out the real enemies, within and without
4. 90% of information is junk
5. When things look funny,...
     
 
  Even CEOs Need Support from their Team
CEOs need to know that the team they are leading is very important if they want be successful.
The support from the team is crucial and one goal should be to win that support. It is easy and also hard at the same time....
     
 
  On #7: Even a CEO is Still Only Human
I gained a better understanding upon review of the seven most common surprises for new CEO's. I also favor the idea of servant leadership, which the seven most common surprises for new CEO's pro...
     
 
  Even CEOs Need Time to Learn...
Anyone new to a position is a learner; most CEOs will not readily appreciate that.
To be the top boss is a cherished ambition. On attaining it, one invariably presses the "undo' switch to assert his identity.
This comes with an unconscious...
     
 
  On #6: Shareholder Pleasing is not the Goal
Well I think Porter is missing an important point when he says pleasing shareholders is not a goal. I am not a professor on a university but my school is 30 years practice in multinationals. If a CEO is going for other goals then the goals from the s...
     
 
  Don't underestimate the emotional and positional power a CEO has
The emotional and positional power a CEO exercises is drastically underestimated by new CEOs. Serious attention to words and potential meanings, physical interactions and worst possible presumptions on body language and purpose, and methodology and c...
     
 
  Surprises to a CEO: You Need to Deal with Undercurrents
As a ship sails along the sea, there are undercurrents that tend to limit speed and change direction. The captain of the ship (CEO) has to have knowledge, plans and strategies to undercut these counter tendencies for the ship to sail smoothly....
     
 
  CEO: the Strategist of Business
Despite of surprising himself with a lot of challenges, the CEO will be accountable for an effective strategy applied with agility and intelligence to the business.
That means... he is the commander in chief responsible for the success or failur...
     
 
  On #3: It's Hard to Know what is Really Going On
What are the most effective ways for a CEO to determine if the information she/he is getting is accurate?...
     
 
  Assimilating the Right Type of Information
A CEO is usually flooded with information which can become confusing. What the CEO ought to do is to place all relevant information on the yardstick of the wider vision of the company.
Once the vision remains unwavering then the right in...
     
 
  Combine Top Down with Bottom Up Thinking
I guess sometimes man must change his view to the company; not always looking and thinking from the top down, but sometimes explore a bottom up approach
     
 
  Being a Chief Executive Officer (CEO) is Easy
The CEO can choose between authority or knowledge. Trusting the team is a key for success. A CEO should focus only on strategic things and delegate other functions to subordinates. A CEO can create the feeling of ownership among all through tr...
     
 
  Undercutting CEO Power
In Fortune (Europe, March 12, 2007, no. 4) Geoff Colvin mentions some new rules that decrease the authority of existing (US) CEOs in favor of the shareholders: 1. From 1993, institutional shareholders may discuss companies in which they hold shares w...
     
 

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ベストプラクティス - Seven Surprises for New CEOs プレミアム
  Chief Enabling Officer
In a predominantly knowledge-based organization, it would be more productive for a CEO to see himself as a 'Chief Enabling Officer', and adopt the philosophy of the book "Employees first, customers second" by Vineet Nayar.
The CEO as chie...
     
 

Expert Tips (ENG) - Seven Surprises for New CEOs プレミアム
 

Leadership is a Momentum Game..

Leadership development consultant Michael D. Watkins writes in HBR June 2009 (p 34-35) that leadership is a momentum game. The leader's early actions ...
Usage (application)What Early Actions are Most Important for Leaders?
 
 
 

Myths on REACHING the top

I'd like to contribute a summary of an article by HRM Professor Monik...
Usage (application)What Experiences, Qualifications and Characteristics are Needed to Reach the Top?
 
 
 

Categeories of CEO's

In their book "The Secrets of CEOs", Steve Tappin and Andrew Cave identified that top-quartile CEOs fall into five distinct categories of leadershi...
Usage (application)Leadership Styles, CEO Types
 
 
 

Five Leadership Development Ideas

Although years of research and analysis by biographers, historians, and scholars have produced an enormous library of books on leadership, Robert J. A...
Usage (application)Leadership Development, Management Development, Coaching, Mentoring
 
 
 

Identify and Develop Leadership Abilities

Four Rules of Leadership...  
 
 

Leadership Best Practices

- The best leaders always know how to involve others in making decisions: You will get a better range of ideas and they will feel more commi...
Usage (application)Leadership Development, Leadership Tips
 
 
 

LEADER: Best Practices for Effective Leadership Behavior

Following six short behavioral tips can help you to enhance your leadership efficiency:
1. L - LISTENING: Actively listening to others will help ...
Usage (application)Leadership Behavior, Leadership Effectiveness, Leadership Style
 
 
 

Effective Top Management Teams in Multinationals. Requirements and Characteristics

There are three requirements for effective top team management in large, multinational enterprises:
1. Clear charter and operating rules: ...
Usage (application)Board of Directors, Leadership Teams, Multinationals, Top Team Management
 
 
 

Founder-CEO firms

New CEO's have a disadvantage anyway: American (!) companies led by a founder-CEO are reported to do better in the capital markets by Rudiger Fahlenba...
Usage (application)HR, FInance
 
 
 

Reasons and Remedies to Dissonance in Leaders

In todays constantly changing, challenging and demanding environment, it is hard for leaders to remain effective and resonant (see here what Goleman ...
Usage (application)Primal Leadership, Emotional Intelligence, Stress, Cognitive Dissonance, Resonance
 
 
 

The Importance of Culture in Organizational Performance

John Connolly, former CEO of Deloitte UK, argues that one of the most critical determinants of organizational performance is culture. Culture refers t...
Usage (application)Organizational Culture, Corporate Culture, Employee Behavior, Organizational Performance
 
 

リソース - Seven Surprises for New CEOs プレミアム
 

ニュース

Seven Surprises Porter
     
 

ニュース

CEO challenges
     
 

動画

Seven Surprises Porter
     
 

動画

CEO challenges
     
 

プレゼンテーション

Seven Surprises Porter
     
 

プレゼンテーション

CEO challenges
     
 

もっと

Seven Surprises Porter
     
 

もっと

CEO challenges
     

新しいcEOsのためのSeven Surprisesをと比較した:  Seven Habits (Covey)  |  使用人リーダーシップ  |  Level 5 Leadership  |  EPIC ADVISERS  |  リーダーシップのパイプライン  |  Coaching  |  Mentoring  |  Value Based Management  |  Core Group Theory  |  Strategic Stakeholder Management  |  SMART  |  Path-Goal  |  Leadership Continuum  |  Situational Leadership  |  Theory X Theory Y  |  4 Dimensions of Relational Work  |  Leadership Styles  |  Strategic Intent  |  Results-based Leadership


経営ハブに戻る: 変更と組織コミュニケーションとスキルリーダーシップ  |  戦略


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