Siete Sorpresas para los Presidentes de Directorio Nuevos
(Michael Porter)

Centro de Conocimiento

Las Siete Sorpresas para los Presidentes de Directorio Nuevosfueron descritas por primera vez en el HBR de octubre 2004 en un artículo referido a Liderazgo del CEO (Presidente de Directorio por sus siglas en inglés) por Michael Porter, Jay Lorsch y Nitin Nohria.

Como CEO recientemente designado, uno puede pensar que finalmente va a tener el poder de fijar estrategias. Se cree contar con la autoridad para hacer que las cosas suceden, y tener el total acceso a los puntos más finos de su negocio. Pero si usted cuenta con que este trabajo sea tan simple, ahora usted debe despertar. Usted lleva la responsabilidad completa del bienestar de su compañía. Pero usted es algunos pasos lejos de muchos factores importantes del negocio. Usted tiene más poder que cualquiera en la corporación, pero usted necesita utilizarla con una precaución extrema.

Porter, Lorsch y Nohria han descubierto que nada - incluido el haber conducido una iniciativa grande dentro de la compañía - prepara completamente a las personas para ser el máximo ejecutivo.

Las siete sorpresas más comunes para los Presidentes de Directorio nuevos:

1. Usted no puede dirigir la compañía. El escarpado volumen y la intensidad de las demandas externas toma a muchos por sorpresa. Casi cada nuevo ejecutivo lucha para manejar el tren del tiempo de atender a los accionistas, a los analistas, a los miembros del Consejo, a los grupos de la industria, a los políticos, y a otras instancias electorales.
2. Dar órdenes es muy costoso. Ninguna oferta debe llegar hasta el CEO para su aprobación final, a menos que él pueda ratificarla con entusiasmo. Antes de esto, cada uno de los que trabaja en la materia debe haber levantado y haber resuelto cualquier observación potencial de error. El CEO debe ser llamado a la discusión solamente en los momentos estratégicos importantes para dar retroalimentación y soporte.
3. Es duro saber qué es lo que realmente está sucediendo. Ciertamente, Presidentes de Directorio se inundan con información, pero la información confiable es asombrosamente escasa. Toda la información que viene a la parte superior de la empresa se filtra, a veces con buenas intenciones, a veces no con tan buenas intenciones.
4. Usted está enviando siempre un mensaje. Las palabras y las acciones de un CEO, no obstante sean pocas o dichas casualmente, se difunden inmediatamente y se amplifican, se escudriñan, se interpretan y se malinterpretan a veces de forma drástica. Déle un vistazo a : Liderazgo Carismático
5. Usted no es el jefe. Aunque el CEO puede sentarse en la parte superior de la jerarquía de la gerencia, él todavía reporta a la junta directiva. En última instancia, el directorio es el responsable. No el CEO.
6. Agradar a los accionistas no es la meta. Los presidentes de Directorio debe reconocer que, en última instancia, es solamente la creación de valor a largo plazo lo que es importante. Las expectativas de hoy del crecimiento o aún el precio común no son tan relevante. Déle un vistazo a : Propósito Moral
7. Usted sigue siendo solamente un ser humano. El CEO debe reconocer que él necesita conexiones al exterior del mundo de su organización, en el país y en la comunidad. Para evitar que la corporación consuma totalmente su vida.

Estas Siete Sorpresas para los Presidentes de Directorio Nuevosconllevan algunas lecciones importantes:

• Primero, como un nuevo CEO usted debe aprender a manejar el contexto de organización mmejor que el enfoque de las operaciones diarias.
• En segundo lugar, usted debe reconocer que su posición no le confiere el derecho de liderar, ni su posición le garantiza la lealtad de la organización.
• Finalmente, usted debe recordar que usted está sujeto a una gama de limitaciones, aun cuando otros puedan tratarlo como si usted fuera omnipotente.

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