Seven Surprises[七大惊奇]为新的CEOs
(Michael Porter)

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《新任CEO面临的七大惊奇》（Seven Surprises for New CEOs）是Michael Porter、Jay Lorsch及Nitin Nohria三位学者共同发表在2004年10月刊的《哈佛商业评论》上的一篇文章。

作为一名新上任的CEO，你或许会以为自己终于把制定战略的大权紧握在手了， 拥有了呼风唤雨的绝对权威，或许你还以为这下子可以全心全意地搞经营了。 如果你把CEO这个职位想得这么简单，那么，现在你最好醒一醒了。 你肩负着公司成败的全部责任， 却无法掌控决定成败的大部分因素； 你在公司里拥有绝对的权威，却不得不小心翼翼地使用这些权力。

Porter、Lorsch和Nohria发现：不管一个CEO有过什么样的背景，即便他原来是负责公司重大业务的顶尖角色，若论做CEO，他的种种经历都嫌不足。

他们认为新CEO们所面临的最常见的七大惊奇分别是：

1. CEO管不了公司的经营。 内外各种群体的各种不同需求，一定会让CEO大吃一惊。 由于忙于应付员工、客户、股东、股东、分析师、董事、行业团体、政客等不同群体，CEO已经无暇顾及经营上的事，对公司的日常运营生出一种疏离感。
2. CEO直接下命令的代价很高。 新CEO会发现靠权力来单方面地发布命令，或者草率地否决经过组织层层审批才提交上来的建议，将付出惨重的代价，因为这样会挫伤高级经理的士气，削弱他的威信。 另外，CEO不要打算事必躬亲，对所有提议都要行使最后的决定权，除非他精力旺盛，具有超人的工作激情。那些提议要在送到他面前时，已经处理掉了下属能够解决的表面问题。 CEO应该参与的是那些具有战略意义和重要性的讨论和决议，给出他的反馈意见和个人态度。
3. CEO很难了解到真实情况。 让CEO想不到的是：虽然每天信息都洪水般地向他们涌来，但他们却很难获得可靠的信息。 到达高层的信息往往是经过过滤的，这种过滤有时候是用心良苦，有时候却动机不纯。总之，CEO不得不从外部寻求反馈意见才能更准确地评估自己企业的实际情况。
4. CEO总是会发出某种讯息。 新CEO们没有意识到，他们的一言一行，不管多么微不足道，也不管有心无心，都会立刻被夸大并传播开来，有时还会被完全曲解。 比较： Charismatic Leadership[魅力型领导]
5. CEO不是老板。 新上任的CEO们还以为自己终于掌控了公司的最高权力，却没想到还得向董事会汇报， 最终掌权的是董事会， 不是CEO。
6. 目标不是要取悦股东。 新任CEO一走马上任，常常错误地以为自己的主要职责就是让股东们高兴，长远战略就是要提升公司股票的价值。 殊不知以股东们的认可为目标并非对公司最有利，合乎股东胃口的行动和战略、成长期望、股票价格等等，对公司的最终竞争地位并不一定有益处。 比较： Moral Purpose[道德目的]
7. CEO仍然是普通人。 人们往往会忽视了新CEO也会有普通人那种平凡的愿望、恐惧和弱点。CEO们自己必须有意识地抵制盲目自大的情绪，要意识到除了公司以外，与自己联系的还有家庭、社区， 要避免把自己的整个生命完全消耗在组织里。

这七大惊奇贯穿在一起，为新CEO们提供了一些有益的启示：

• 首先，CEO必须学会通观全局，而不是只把注意力放在日常经营上。他应该更多地以间接方式发挥自己的领导作用。
• 其次，CEO必须认识到这个职位并不能带给他领导一切的权利，也不能保证公司上下对他忠心耿耿。他必须不断地赢得并维护自己在道义上的领导权。
• 最后，CEO还得避免完全陷入公司一把手的这一角色。即使其他人认为他无所不能，他也仍然只是个普通人。只有保持个人的平衡，做到脚踏实地，CEO才能拥有应该有的视野，做出符合公司利益、保证长期繁荣的决策。 （译注：以上译稿参考借鉴了哈佛商评中文摘要内容，在此致谢！）

论坛 关于以下内容的论坛讨论：新任CEO面临的七大惊奇。您可以在下方提出有关此主题的问题、分享您的经验、报告新的发展或解释一些事情。 开始一个新的论坛主题关于新任CEO面临的七大惊奇 在这里分享您的知识（或提出问题）   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条评论 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... 8   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条评论 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条评论 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条评论 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条评论 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条评论 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   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条评论 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条评论 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条评论 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条评论 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条评论 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

最佳实践 关于新任CEO面临的七大惊奇的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。 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条评论

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比较：  Seven Habits[七个习惯] (Covey)  |  Servant-Leadership[仆人式领导]  |  Level 5 Leadership[第五级领导]  |  EPIC ADVISERS[史诗顾问]  |  Leadership Pipeline[领导补给线]  |  Coaching[教练]  |  Mentoring[启导]  |  Value Based Management[价值管理]  |  Core Group Theory[核心组理论]  |  Strategic Stakeholder Management[利益相关者战略管理]  |  SMART[SMART管理法]  |  Path-Goal  |  Leadership Continuum[领导连续体]  |  Situational Leadership[情境领导]  |  Theory X Theory Y[X理论-Y理论]  |  4 Dimensions of Relational Work[关系工作的四个类型]  |  Leadership Styles[领导风格]  |  Strategic Intent[战略意图]  |  Results-Based Leadership[业绩导向领导]

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