Seven Surprises para CEOs novo
(Porter de Michael)

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Explanação de Seven Surprises para CEOs novo do Porter de Michael, Jay Lorsch, Nitin Nohria. ('04)

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.

Fórum de Seven Surprises for New CEOs   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 selected traits and actions that made them leader...           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 the current position of leadership i...           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 don't help much to choose the right way. W...           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           Alternate Meanings of CEO: Chief Excitement Officer Besides the standard - Chief Executive Officer and the already mentioned in this forum: - Chief Enabling Officer / Chief...           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 information is junk 5. When things look funny,...           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 hard at the same time....           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 pro...           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 identity. This comes with an unconscious...           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 is going for other goals then the goals from the s...           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 on body language and purpose, and methodology and c...           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 counter tendencies for the ship to sail smoothly....           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 in chief responsible for the success or failur...           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?...           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 vision remains unwavering then the right in...           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           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 the feeling of ownership among all through tr...           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 may discuss companies in which they hold shares w...         Iniciar um novo tópico

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Melhores Práticas - Seven Surprises for New CEOs Premium   Chief Enabling Officer In a predominantly knowledge-based organization, it would be more productive for a CEO to see himself as a 'Chief Enabling Officer', and adopt the philosophy of the book "Employees first, customers second" by Vineet Nayar. The CEO as chie...

Expert Tips (ENG) - Seven Surprises for New CEOs Premium   Leadership is a Momentum Game.. Leadership development consultant Michael D. Watkins writes in HBR June 2009 (p 34-35) that leadership is a momentum game. The leader's early actions ... Usage (application): What Early Actions are Most Important for Leaders?       Myths on REACHING the top I'd like to contribute a summary of an article by HRM Professor Monik... Usage (application): What Experiences, Qualifications and Characteristics are Needed to Reach the Top?       Categeories of CEO's In their book "The Secrets of CEOs", Steve Tappin and Andrew Cave identified that top-quartile CEOs fall into five distinct categories of leadershi... Usage (application): Leadership Styles, CEO Types       Five Leadership Development Ideas Although years of research and analysis by biographers, historians, and scholars have produced an enormous library of books on leadership, Robert J. A... Usage (application): Leadership Development, Management Development, Coaching, Mentoring       Identify and Develop Leadership Abilities       Leadership Best Practices - The best leaders always know how to involve others in making decisions: You will get a better range of ideas and they will feel more commi... Usage (application): Leadership Development, Leadership Tips       LEADER: Best Practices for Effective Leadership Behavior Following six short behavioral tips can help you to enhance your leadership efficiency: 1. L - LISTENING: Actively listening to others will help ... Usage (application): Leadership Behavior, Leadership Effectiveness, Leadership Style       Effective Top Management Teams in Multinationals. Requirements and Characteristics There are three requirements for effective top team management in large, multinational enterprises: 1. Clear charter and operating rules: ... Usage (application): Board of Directors, Leadership Teams, Multinationals, Top Team Management       Founder-CEO firms New CEO's have a disadvantage anyway: American (!) companies led by a founder-CEO are reported to do better in the capital markets by Rudiger Fahlenba... Usage (application): HR, FInance       Reasons and Remedies to Dissonance in Leaders In today’s constantly changing, challenging and demanding environment, it is hard for leaders to remain effective and resonant (see here what Goleman ... Usage (application): Primal Leadership, Emotional Intelligence, Stress, Cognitive Dissonance, Resonance       The Importance of Culture in Organizational Performance John Connolly, former CEO of Deloitte UK, argues that one of the most critical determinants of organizational performance is culture. Culture refers t... Usage (application): Organizational Culture, Corporate Culture, Employee Behavior, Organizational Performance

Recursos - Seven Surprises for New CEOs Premium   Notícias Seven Surprises Porter         Notícias Ceo Challenges         Vídeos Seven Surprises Porter         Vídeos Ceo Challenges         Apresentações Seven Surprises Porter         Apresentações Ceo Challenges         Mais Seven Surprises Porter         Mais Ceo Challenges

Compare com Seven Surprises para CEOs novo:  Seven Habits (Covey)  |  Empregado-Liderança  |  Level 5 Leadership  |  EPIC ADVISERS  |  Encanamento da Liderança  |  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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