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

ナレッジセンター

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。

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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

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