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 Discussioni nei forum sul Sette Sorprese per i Nuovi CEO. Di seguito puoi porre una domanda su questo argomento, condividere le tue esperienze, segnalare un nuovo sviluppo o spiegare qualcosa. Inizia un nuovo argomento sul Sette Sorprese per i Nuovi CEO Condividi le tue conoscenze qui (o fai una domanda)   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 ... 8   1 commenti 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... 8   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 o... 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 the team is crucial and one goal should be to win that support. It is easy and also ha... 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 Officer / Chief Empowerment Officer we can also see CEO as: - Chief Excitement Officer Th... 6   1 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'. When people start to feel powerful or enjoy a position of privilege, the select... 5   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 strategic things and delegate other functions to subordinates. A CEO can create th... 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 on a university but my school is 30 years practice in multinationals. If a CEO ... 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 still. 3. Figuring out the real enemies, within and without. 4. 90% of informatio... 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 with agility and intelligence to the business. That means... he is the commander ... 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 sometimes explore a bottom up approach as well. This allows one to find out more thing... 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 information on the yardstick of the wider vision of the company. Once the visi... 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 leadership ceiling once you reached the top leadership position? 2. If we're assuming t... 3   2 commenti 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 d... 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 servant leadership, which the seven most common surprises for new CEO's prompted ... 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 must also be ready to be led by the followers. Carrying out a stakeholder analysis... 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 ship (CEO) has to have knowledge, plans and strategies to undercut these counte... -1

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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

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