Seven Surprises para CEOs novo
(Porter de Michael)

Centro de Conhecimento

Seven Surprises para CEOs novo foi descrito para a primeira vez dentro o HBR de outubro 2004 em um artigo a respeito da Liderança do CEO por Michael Porter, Jay Lorsch e Nitin Nohria.

Como um CEO recentemente apontado, se pode pensar finalmente para ter o poder ajustar a estratégia. A autoridade para fazer coisas acontecer, e acesso cheio aos pontos mais finos de seu negócio. Mas se você esperar que este trabalho é assim simples, você deve acordar agora. Você carrega a responsabilidade cheia para o bem estar da sua companhia. Mas você é algumas etapas longe de muitos fatores importantes do negócio. Você tem mais poder do que qualquer um no corporaçõ, mas você necessita usá-lo com cuidado extremo.

O Porter, Lorsch e Nohria descobriram que nada - nao uniforme conduzindo a um negócio grande dentro da companhia - prepara inteiramente uma pessoa para ser o executivo principal.

As sete mais SURPRESAS da terra comum para CEOs novo:

1. Você não pode funcionar a companhia. O volume e a intensidade sheer de demandas externas fazem exame de muitos pela surpresa. Quase cada executivo principal novo esforça-se para controlar o dreno do tempo de atender aos accionistas, aos analistas, aos membros de placa, aos grupos da indústria, aos políticos, e aos outros círculos eleitorais.
2. Dar pedidos é muito caro. Nenhuma proposta deve alcançar o CEO para a aprovaçã0 final, a menos que puder a ratificar com entusiasmo. Antes de então, todos que trabalha na matéria deve ter levantado e ter resolvido todos os disjuntores potenciais do negócio. O CEO deve ser trazido na discussão somente em momentos estratègica significativos dar o gabarito e a sustentação.
3. É duro saber o que está indo realmente sobre. Certamente, CEOs é inundado com a informação, mas a informação de confiança é surprisingly escassa. Toda a informação que vem ao alto da empresa é filtrada, às vezes com intenções boas, às vezes com não tais intenções boas.
4. Você está emitindo sempre uma mensagem. As palavras e as ações de um CEO, porém pequeno ou dito ocasional, são espalhadas imediatamente e amplificadas, scrutinized, interpretadas e misinterpreted às vezes dràstica. Compare: Charismatic Leadership
5. Você não é o chefe. Embora o CEO possa se sentar no alto da hierarquia da gerência, relata ainda à placa de diretores. Finalmente, a placa está na carga. Não o CEO.
6. Os accionistas agradáveis não são o objetivo. CEOs deve reconhecer que, finalmente, é somente a criação a longo prazo do valor que é importante. As expectativas de hoje do crescimento ou mesmo o preço conservado em estoque não são assim relevantes. Compare: Moral Purpose
7. Você é ainda somente ser humano. O CEO deve reconhecer que necessita conexões à parte externa de mundo sua organização, no repouso e na comunidade. A fim evitar que esteja consumido completamente por sua vida corporativo.

Este Seven Surprises para CEOs novo carrega algumas lições importantes:

• Primeiramente, como um CEO que novo você deve aprender controlar o contexto organizational melhor que o foco em operações diárias.
• Em segundo, você deve reconhecer que sua posição não conferencia a direita conduzir, nem sua posição garante a lealdade da organização.
• Finalmente, você deve recordar que você é sujeito a uma escala das limitações, mesmo que outro possa o tratar como se você era omnipotent.

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