Sette Sorprese per i Nuovi CEO
(Michael Porter)

Centro di Conoscenza

Le Sette Sorprese per i Nuovi CEO sono state descritte per la prima volta nel HBR dell'Ottobre 2004 in un articolo concernente la Leadership dei CEO di Michael Porter, Jay Lorsch e Nitin Nohria.

Come CEO recentemente nominato, uno può pensare che finalmente si ha il potere per poter fissare la strategia. L'autorità di far accadere le cose e di avere accesso completo ai punti più delicati del vostro business. Ma se vi attendete che questo lavoro è così semplice, fareste meglio a svegliarvi subito. Voi avete la responsabilità completa del benessere della vostra azienda. Ma siete ancora lontani di alcuni passi da molti fattori importanti del business. Avete più potere di qualunque altra persona nella società, ma dovete usarlo con estrema attenzione.

Porter, Lorsch e Nohria hanno scoperto che niente -  neppure la conduzione di un grande business dell'azienda -  prepara completamente una persona ad essere il chief executive.

Le sette SORPRESE più comuni per i nuovi CEO:

1. Non potete dirigere l'azienda. Il volume e l'intensità delle domande esterne sorprendono molti. Quasi tutti i nuovo chief executive lottano per gestire le goccie di tempo per assistere gli azionisti, gli analisti, i membri del consiglio, i gruppi di settore, i politici e gli altri sostenitori.
2. Dare ordini è molto costoso. Nessuna proposta dovrebbe raggiungere il CEO per l'approvazione definitiva, a meno che egli possa ratificarla con entusiasmo. Prima di allora, tutti coloro che lavorano sul problema dovrebbero aver sollevato e risolto qualsiasi potenziale intoppo per la chiusura dell'affare. Il CEO dovrebbe essere introdotto nella discussione soltanto nei momenti strategicamente significativi per dare feedback e supporto.
3. È difficile conoscere cosa sta realmente accendendo. Sicuramente, i CEO sono sommersi di informazioni, ma le informazioni affidabili sono sorprendentemente limitate. Tutte le informazioni che giungono al top management dell'impresa sono filtrate, a volte con buone intenzioni, a volte non con buone intenzioni.
4. State sempre trasmettendo un messaggio. Le parole e le azioni di un CEO, anche se piccole o dette con indifferenza, vengono immediatamente sparse ed amplificate, controllate, interpretate ed a volte drasticamente fraintese. Paragonare: Leadership Carismatica
5. Non siete i capi. Anche se i CEO possono sedersi nella parte superiore della gerarchia della gestione, essi ancora riportano al consiglio di amministrazione. Infine, il consiglio è in carica. Non il CEO.
6. Compiacere gli azionisti piacevoli non è l'obiettivo. I CEO devono riconoscere che, infine, è soltanto la creazione di valore nel lungo periodo che è realmente importante. Le odierne aspettative di sviluppo o persino il prezzo dell'azione non sono così rilevanti. Paragonare: Scopo Morale
7. Siete ancora soltanto essere umani. Il CEO dovrebbe riconoscere che egli ha bisogno di collegamenti con il mondo esterno alla sua organizzazione, a casa e nella comunità. Per per evitare che egli sia completamente consumato dalla sua vita aziendale.

Queste Sette Sorprese per i nuovi CEO forniscono delle lezioni importanti:

• In primo luogo, come nuovo CEO devi imparare a gestire il contesto organizzativo piuttosto che focalizzarti sulle operazioni quotidiane.
• In secondo luogo, devi riconoscere che la tua posizione non ti conferisce nè il diritto di guidare, né ti garantisce la lealtà dell'organizzazione.
• Per concludere, devi ricordarti che sei soggetto ad una serie di limitazioni, anche se altri potrebbero trattarti come se sei onnipotente.

Forum Nuovo Argomento Forum sul Sette Sorprese per i Nuovi CEO. 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 cherishe (...) 8   1 commenti 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 (...) 8   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 th (...) 8   2 commenti Alternate Meanings of CEO: Chief Excitement Officer Besides the standard - Chief Executive Officer and the already mentioned in this forum: - Chief Enabling (...) 6   1 commenti 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 st (...) 5   1 commenti 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 (...) 5   1 commenti 7 More CEO Surprises 1. He can be the loneliest person in the middle of nowhere. 2. Confidentiality on certain issues makes him lonelier (...) 4   Undercutting CEO Power In Fortune (Europe, March 12, 2007, no. 4) Geoff Colvin mentions some new rules that decrease the authority of existing (...) 4   CEO: the Strategist of Business Despite of surprising himself with a lot of challenges, the CEO will be accountable for an effective strategy applied wi (...) 4   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 someti (...) 4   1 commenti 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 (...) 3   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 lead (...) 3   2 commenti The Importance of Empathy, Gratitude and Generosity for New Leaders New leaders encounter challenges as they move up the ladder, a disturbing one of which is so called the ‘power paradox’. (...) 2   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 (...) 2   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? (...) 2   2 commenti 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 s (...) 1   2 commenti 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 mus (...) 0   1 commenti 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 (...) -1   Inizia un nuovo argomento del forum sul Sette Sorprese per i Nuovi CEO Condividi la tua opinione, conoscenza ed esperienza o fai una domanda (iscriviti gratuitamente prima)

Migliori Pratiche Registrati Gli argomenti più votati su Sette Sorprese per i Nuovi CEO. Qui troverai le idee più preziose e suggerimenti pratici. Chief Enabling Officer In a predominantly knowledge-based organization, it would be more productive for a CEO to see himself as a 'Chief Enabli (...) 15   46 commenti

Consigli degli Esperti Registrati Approfondimenti avanzati sul Seven Surprises for New CEOs (Inglese). Qui troverai consigli professionali di esperti. Leadership is a Momentum Game.. What Early Actions are Most Important for Leaders? Leadership development consultant Michael D. Watkins writes in HBR June 2009 (p 34-35) that leadership is a momentum gam (...) Myths on REACHING the top What Experiences, Qualifications and Characteristics are Needed to Reach the Top? I'd like to contribute a summary of an article by HRM Professor Monika Hamori of Instituto de Empresa Business School. H (...) Categeories of CEO's Leadership Styles, CEO Types In their book "The Secrets of CEOs", Steve Tappin and Andrew Cave identified that top-quartile CEOs fall into five disti (...) Five Leadership Development Ideas Leadership Development, Management Development, Coaching, Mentoring Although years of research and analysis by biographers, historians, and scholars have produced an enormous library of bo (...) Pursuing a Dual Corporate Purpose CSR, Impact on Society, Balancing Financial and Social Goals, Dual Purpose These is a slow but steadily increasing trend for corporations to diminish their single-minded pursuit of shareholder va (...) Mintzberg: 7 Myths on Management Management Development, Leadership Development, Managers versus Leaders, MBA Prof. Henry Mintzberg refutes 7 myths on leadership and management: ORCHESTRA CONDUCTOR: One myth about management is t (...) Leadership Best Practices Leadership Development, Leadership Tips - The best leaders always know how to involve others in making decisions: You will get a better range of ideas and they (...) Identify and Develop Leadership Abilities Leadership Development, Management Development, Coaching, Mentoring Covey's 4 Roles of Leadership® helps managers to identify and develop 4 important abilities of 'true' leaders: 1. Model (...) Founder-CEO firms HR, FInance New CEO's have a disadvantage anyway: American (!) companies led by a founder-CEO are reported to do better in the capit (...) Effective Top Management Teams in Multinationals. Requirements and Characteristics Board of Directors, Leadership Teams, Multinationals, Top Team Management There are three requirements for effective top team management in large, multinational enterprises: 1. Clear charter an (...) LEADER: Best Practices for Effective Leadership Behavior Leadership Behavior, Leadership Effectiveness, Leadership Style Following six short behavioral tips can help you to enhance your leadership efficiency: 1. L - LISTENING: Actively list (...) How Should CEOs Manage and Communicate the Main Messages? Strategic Communication, Leader Skills, Communication Skills, Leader Perspective Inspiring the organisation to create a better future is arguably the ultimate mission of any leader or CEO. That's why a (...) CEOs Time Spent per Stakeholder / Constituency CEO Coaching, CEO Time Management, Stakeholder Management Research by Porter, Nohria and Higgins among 27 CEOs revealed the following interesting data on with whom they spend the (...) How Long Should a CEO Remain in the Job? CEO Performance, CEO Life Cycle, CEO Tenure, CEO and Board Relation What is the best amount of years for a CEO to remain in his or her job? Sometimes you hear people mentioning 7 years or (...) Reasons and Remedies to Dissonance in Leaders Primal Leadership, Emotional Intelligence, Stress, Cognitive Dissonance, Resonance In today’s constantly changing, challenging and demanding environment, it is hard for leaders to remain effective and re (...) The Importance of Culture in Organizational Performance Organizational Culture, Corporate Culture, Employee Behavior, Organizational Performance John Connolly, former CEO of Deloitte UK, argues that one of the most critical determinants of organizational performanc (...)

Fonti di Informazione Registrati Varie fonti di informazioni su Sette Sorprese per i Nuovi CEO. Qui troverai powerpoint, video, notizie, ecc. da utilizzare nelle tue lezioni e seminari. CEO's influence on Performance CEO, Firm performance The extent to which CEOs influence firm performance is fundamental to scholarly understanding of how organizations work; (...) Power and Politics in Organizations Power Relations, Bases of Power, Political Behavior, Politics, Political Tactics, Organizational Politics This presentation covers the topic of politics in organization, especially focusing on power issues. The presentation in (...) The Fatal Coaching Mistake by Managers Coaching, Mentoring, Management, Leadership Managers and executives often don't realize how much influence they have over their staff, by just being their superior (...) Video Introduction to Leadership First Understanding of Leadership, Trainings, Workshops Quick visual intro to the subject of leadership by showing short impressions of: harmony, driving performance, followin (...) CEO Succession Planning Succession Planning Presentation about CEO Succession Planning thereby making a difference between compliance-based and operational successi (...) Steven Covey on his 8 Habits of Effective People / Managers / Leaders Understanding the 8 Habits of Covey. Leadership Development, Management Development, Coaching, Mentoring In this video Steven Covey explains his 7 habits plus the 8th habit he added later: 1. Be proactive 2. Begin with the (...)

Link di Ricerca Registrati Passa automaticamente a ulteriori fonti utili riguardanti Sette Sorprese per i Nuovi CEO. Notizie Video Presentazioni Libri Di più

Paragonare alle Sette Sorprese per i Nuovi CEO:   I Sette Pilastri del Successo (Covey)  |  Servant-Leadership  |  Leadership di Livello 5  |  CONSIGLIERI EPICI  |  Leadership Pipeline  |  Coaching  |  Mentoring  |  Value Based Management  |  Teoria del Gruppo Centrale  |  Gestione Strategica degli Stakeholders  |  SMART  |  Percorso-Obiettivo  |  Leadership Continuum  |  Leadership Situazionale  |  Teoria X Teoria Y  |  4 Dimensioni del Lavoro Relazionale  |  Stili di Leadership  |  Intento Strategico  |  Leadership Basata sui Risultati

Ritornare alla Disciplina di Gestione: Cambiamento & Organizzazione  |  Comunicazione & Abilità  |  Leadership  |  Strategia

Più Metodi, Modelli e Teorie di Gestione