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.

Discussões Fórum sobre Seven Surprises for New CEOs. Comece um novo tópico Compartilhe seu conhecimento ou faça uma pergunta   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 ... 8   1 comentários 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 o... 8   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 als... 8   2 comentários Alternate Meanings of CEO: Chief Excitement Officer Besides the standard - Chief Executive Officer and the already mentioned in this forum: - Chief Enabling Officer / Chief Empowerment Officer we can also see CEO as: - Chief Ex... 6   1 comentários 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 select... 5   1 comentários 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 th... 5   1 comentários 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 ... 5   1 comentários 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% o... 4   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... 4   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 comman... 4   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 as well. This allows one to find out more thing... 4   1 comentários 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 ... 3   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 as... 3   2 comentários 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 organizati... 2   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?... 2   2 comentários 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 prompted ... 1   2 comentários 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 anal... 0   1 comentários 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 counte... -1

Melhores Práticas Os tópicos mais bem avaliados sobre Seven Surprises for New CEOs. Aqui você vai encontrar as idéias mais valiosas e sugestões práticas. 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 se... 15   46 comentários

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