새로운 CEOs를 위한 Seven Surprises [새로운 CEO의 7가지 놀라움]
(Michael Porter)

지식 센터

Michael Porter, Jay Lorsch, Nitin Nohria의 CEO 리더십에 관한 "새로운 CEO의 7가지 놀라움"은 2004년 10월 HBR에 처음으로 소개되었다.

새롭게 임명된 CEO들은 전략을 수립할 최종적인 권한, 어떠한 일들을 가능하게 하는 권한, 자신들의 사업의 높은 수준에 접근할 수 있는 권한을 갖고 있다고 생각할지도 모른다. 그러나 만일 당신이 CEO의 일이 그렇게 단순하다고 기대한다면, 지금 잠에서 깨는 것이 낫다. CEO는 여러분 회사의 안위에 대한 모든 책임을 지고 있다. 그러나 CEO는 여러 중요한 사업의 요인들과는 약간 떨어져 있다. 기업내에서 어느 누구보다도 많은 권한을 갖고 있지만 매우 주의깊게 사용해야 한다.

Porter, Lorsch, Nohria에 의하면 기업내 가장 큰 사업을 이끌지 않는 것이라 하더라도, 준비된 최고경영자로 만들어주는 것은 아무것도 없다고 한다.

새로운 CEO의 가장 일반적인 7가지 놀라움 :

1. CEO는 회사를 운영할 수 없다. 외부의 요구와 그 강도는 놀라울 정도이다. 새롭게 임명된 거의 모든 CEO들은 주주, 애널리스트, 이사회, 산업내 그룹, 정치인 등을 만나기 위한 스케줄 관리에 벅찬 상황이다.
2. 명령을 내리는 것은 많은 비용이 든다. 만일 CEO가 열정을 갖고 살펴볼 수 없을 경우라면 제안서의 최종승인을 위해 CEO에게 가지 말라. 그전에 관련된 업무에 일하는 사람들은 협상결렬요인(deal breaker)을 검토하고 해결해야 한다. CEO는 전략적으로 중요한 순간에 피드백과 지원을 위해 토론에 참여해야 한다.
3. 실제로 무슨 일이 일어나고 있는지 아는 것은 어렵다. 확실히 CEO는 정보의 홍수에 빠져있지만, 신뢰할 만한 정보는 놀랍게도 흔하지 않다. 기업의 최고위치까지 오는 모든 정보는 좋은 의도로 때로는 좋지 않은 의도로 걸러진다.
4. CEO는 항상 메세지를 보내고 있다. CEO의 말과 행동은 작더라도 즉각적으로 퍼지고 확대되며 해석된다. 때로는 극단적으로 잘못 해석되기도 한다. 비교: Charismatic Leadership [카리스마 리더십]
5. CEO는 보스가 아니다. 비록 CEO는 관리의 위계구조상 최고의 위치에 있더라고 여전히 이사회에 보고해야 할 책임이 있다. 궁극적으로 이사회가 책임을 지는 것이며 CEO가 책임을 지는 것은 아니다.
6. 주주를 즐겁게 하는 것이 목표는 아니다. CEO는 궁극적으로 장기적인 가치창출만이 중요한 것이라는 것을 인식해야 한다. 현재의 성장기대 또는 주식가격은 그다지 관련이 없는 것이다. 비교: Moral Purpose[도덕적 의도]
7. CEO는 여전히 인간에 불과하다. CEO는 자신의 조직외부, 가정, 지역사회와 연결되어야 한다는 것을 인식해야 한다. 기업활동에 모든 에너지가 소모되는 것을 피하기 위한 것이다.

이러한 새로운 CEO의 7가지 놀라운 것들은 다음과 같은 중요한 교훈을 준다 :

• 첫째, 새로운 CEO로서 여러분은 일상적인 운영에 초점을 두기 보다는 조직적인 맥락에서 관리하는 것을 배워야한다.
• 둘째, CEO의 지위는 리더의 권리를 양도하지 않고, 조직의 충성도 보장하지 않는다는 것을 인식해야 한다.
• 마지막으로 비록 다른 사람들이 를 전지전능하다고 여긴다고 해도 여러가지 한계점을 갖고 있다는 것을 명심해야 한다.

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추가 연구 링크 새로운 CEO의 7가지 놀라움다음과 관련된 다른 유용한 소스로 자동으로 이동합니다 . 뉴스 영화 프리젠 테이션   서적 플라톤 학파 사람들 더

새로운 CEO의 7가지 놀라움 관련개념 :   Seven Habits [성공하는 사람들의 7가지 습관] (Covey)  |  서번트 리더십  |  Level 5 Leadership [제5수준 리더십]  |  EPIC ADVISERS 리더십모델  |  리더십 파이프라인  |  Coaching [코칭]  |  Mentoring [멘토링]  |  Value Based Management [가치기반 경영]  |  Core Group Theory [핵심그룹 이론]  |  Strategic Stakeholder Management [전략적 이해관계자 관리]  |  SMART 목표수립  |  경로-목표  |  Leadership Continuum [리더십 차원]  |  Situational Leadership [상황대응 리더십]  |  X이론 Y이론  |  4 Dimensions of Relational Work [업무유형]  |  리더십 형태  |  Strategic Intent [전략적 의도]  |  Results-Based Leadership [결과중심의 리더십]

다른 페이지로 이동: Change & Organization [변화와 조직]  |  의사소통과 기법들  |  리더십  |  전략 및 혁신

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