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.

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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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