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Crash Course 
Being CEO
Requirements of Graduation 
Supporting the learning of others 
Crash Course 
Being CEO 
Proactivity and taking 
responsi...
• High quality, practical learning 
• Insight into running business operations 
• A neww perspective on being a leader 
Cr...
Crash Course 
Being CEO 
1100/8//820/214014 4 4
EXECUTION 
Crash Course 
Being CEO 
IDEA 
PLAN 
1100/8//820/214014 5 5
EXECUTIVE 
OFFICER 
Crash Course 
Being CEO 
CHIEF 
1100/8//820/214014 6 6
,,Every truly great leader has an instinct for 
execution, but that instinct is not typically 
cultivated in the selection...
• 7 key behaviours with Exercises 
• Leadership and Management Experience 
Crash Course 
Being CEO 
Becoming a CEO Course ...
7 Key Behaviours 
For Execution 
Crash Course 
Being CEO 
1100/8//820/214014 9 9
1. Know Your People 
And Your Businesss 
Crash Course 
Being CEO 
1100/8//820/214014 10 10
1. Know Your People And 
Leaders have to live their businesses. In 
companies that don’t execute, the leaders 
are usually...
1. Know Your People And 
Your Business 
• List your 10 key stakeholders as a leader! 
• Select the top 3 most important to...
2. Insist On Realism 
Crash Course 
Being CEO 
1100/8//820/214014 13 13
2. Insist On Realism 
Many organizations are full of people who 
try to avoid or shake reality, because it is 
uncomfortab...
2. Insist On Realism 
What are your 3 key assumptions about 
How grounded are they? 
Crash Course 
Being CEO 
• Assumption...
3. Set Clear Goals And Priorities 
Crash Course 
Being CEO 
1100/8//820/214014 16 16
3. Set Clear Goals And Priorities 
Leaders who execute focus on a very few 
clear priorities, for a number of reasons: 1) ...
3. Set Clear Goals And Priorities 
• Look at the structure of your team! 
• List the 3 key goals that measures the 
succes...
4. Follow Through 
Crash Course 
Being CEO 
1100/8//820/214014 19 19
4. Follow Through 
Clear, simple goals don’t mean much if nobody 
takes them seriously. The failure to follow through 
is ...
A high-tech company was hit hard by the recession of 
2001, suffering a 20 percent decline in revenue. The CEO 
was review...
“What do you think you can do?” he asked the 
The manager replied that with some engineering 
help, he thought he could ma...
The CEO looked at the vice president for several 
moments. Finally he said: “I am sure you will transfer 
twenty engineers...
What did the CEO do here? 
Crash Course 
Being CEO 
1100/8//820/214014 24 24
4. Follow Through 
• Ensure the involvement of all people that 
have to be but only the people that have 
to be 
Crash Cou...
4. Follow trough 
• Have a follow up system (not only a 
computerized system but a system for 
yourself) 
• Determine a ba...
5. Reward The Doers 
Crash Course 
Being CEO 
1100/8//820/214014 27 27
5. Reward The Doers 
If you want people to produce specific results, you 
reward them accordingly. This fact seems so obvi...
6. Expand People’s 
Capabilities Through 
Coaching 
Crash Course 
Being CEO 
1100/8//820/214014 29 29
6. Expand People’s Capabilities 
Through Coaching 
As a leader, you’ve acquired a lot of knowledge 
and experience—even wi...
6. Expand People’s Capabilities 
Through Coaching 
• The most effective way to coach is to observe a person in 
action and...
6. Expand People’s Capabilities 
Through Coaching 
Let´s excercise 
Crash Course 
Being CEO 
• CEP – VP Operations 
– Unev...
6. Expand People’s Capabilities 
Through Coaching 
Let´s excercise! 
– Great support of university 
– Low number of member...
YOURSELF 
Crash Course 
Being CEO 
KNOW 
1100/8//820/214014 34 34
7. KNOW YOURSELF 
• AUTHENTICITY: A psychological term, authenticity 
meanspretty much what you might guess: you’re real, ...
7. KNOW YOURSELF 
• SELF-AWARENESS: Know thyself—it’s advice as old as 
the hills, and it’s the core of authenticity. When...
7. KNOW YOURSELF 
• SELF-MASTERY: When you know yourself, you can 
master yourself. You can keep your ego in check, take 
...
7. KNOW YOURSELF 
HUMILITY: The more you can contain your ego, the 
more realistic you are about your problems. You learn ...
7. KNOW YOURSELF 
Crash Course 
Being CEO 
Let´s check! 
Authenticity 
Self-awareness 
Self-mastery 
Humility 
1100/8//820...
1. Know Your Business And Your People 
2. Insist On Realism 
3. Set Clear Goals And Priorities 
4. Follow Through 
5. Rewa...
What do you have to take 
Crash Course 
Being CEO 
Wrap Up 
care of? 
1100/8//820/214014 41 41
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Crash Course on Being CEO

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A Crash Course on Being CEO. 7 behaviors every CEO must exhibit:
1. Know Your Business And Your People
2. Insist On Realism
3. Set Clear Goals And Priorities
4. Follow Through
5. Reward The Doers
6. Expand People’s Capabilities
7. Know Yourself

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Crash Course on Being CEO

  1. 1. Crash Course Being CEO
  2. 2. Requirements of Graduation Supporting the learning of others Crash Course Being CEO Proactivity and taking responsibility for your learning Implementing in your business what you have learned 1100/8//820/214014 2 2
  3. 3. • High quality, practical learning • Insight into running business operations • A neww perspective on being a leader Crash Course Being CEO What we offer... 1100/8//820/214014 3 3
  4. 4. Crash Course Being CEO 1100/8//820/214014 4 4
  5. 5. EXECUTION Crash Course Being CEO IDEA PLAN 1100/8//820/214014 5 5
  6. 6. EXECUTIVE OFFICER Crash Course Being CEO CHIEF 1100/8//820/214014 6 6
  7. 7. ,,Every truly great leader has an instinct for execution, but that instinct is not typically cultivated in the selection, training and development of leaders. A high proportion of those who actually rise to the top of an organization make their mark as high-level thinkers, uninterested and (as a result) uninvolved in the “how” of getting things done. Many do not realize what needs to be done to convert a vision into specific tasks. “ Crash Course Being CEO 1100/8//820/214014 7 7
  8. 8. • 7 key behaviours with Exercises • Leadership and Management Experience Crash Course Being CEO Becoming a CEO Course 1100/8//820/214014 8 8
  9. 9. 7 Key Behaviours For Execution Crash Course Being CEO 1100/8//820/214014 9 9
  10. 10. 1. Know Your People And Your Businesss Crash Course Being CEO 1100/8//820/214014 10 10
  11. 11. 1. Know Your People And Leaders have to live their businesses. In companies that don’t execute, the leaders are usually out of touch with day-to-day realities. The bulk of information that reaches them is filtered — presented by direct reports with their own perceptions and Crash Course Being CEO Your Business agendas. 1100/8//820/214014 11 11
  12. 12. 1. Know Your People And Your Business • List your 10 key stakeholders as a leader! • Select the top 3 most important to you! • Prioritize them! • Define what each of them expects from you! (3-5 key points) Crash Course Being CEO 1100/8//820/214014 12 12
  13. 13. 2. Insist On Realism Crash Course Being CEO 1100/8//820/214014 13 13
  14. 14. 2. Insist On Realism Many organizations are full of people who try to avoid or shake reality, because it is uncomfortable, or too revealing of mistakes made. Yet, realism is the heart of execution, and must be made a priority in every Crash Course Being CEO organization. 1100/8//820/214014 14 14
  15. 15. 2. Insist On Realism What are your 3 key assumptions about How grounded are they? Crash Course Being CEO • Assumptions VS. Reality ASS U ME your country? 1100/8//820/214014 15 15
  16. 16. 3. Set Clear Goals And Priorities Crash Course Being CEO 1100/8//820/214014 16 16
  17. 17. 3. Set Clear Goals And Priorities Leaders who execute focus on a very few clear priorities, for a number of reasons: 1) focusing on fewer (three to four) priorities will produce the best results from the resources at hand; and 2) people in contemporary organizations need a small number of clear priorities to execute well. Crash Course Being CEO 1100/8//820/214014 17 17
  18. 18. 3. Set Clear Goals And Priorities • Look at the structure of your team! • List the 3 key goals that measures the success of each of your MCVPs! – At the end of their term, how do you and they know if they were successful? – How would you track it? Crash Course Being CEO 1100/8//820/214014 18 18
  19. 19. 4. Follow Through Crash Course Being CEO 1100/8//820/214014 19 19
  20. 20. 4. Follow Through Clear, simple goals don’t mean much if nobody takes them seriously. The failure to follow through is widespread in business, and a major cause of poor execution. How many meetings have you attended where people left without firm conclusions about who would do what and when? Everybody may have agreed the idea was good, but since nobody was named accountable for results, it doesn’t get done.
  21. 21. A high-tech company was hit hard by the recession of 2001, suffering a 20 percent decline in revenue. The CEO was reviewing the revised operating plan for one of his most important divisions. He congratulated the division president on how well he and his people had reduced its cost structure, but noted that the business would still fall short of its target for return on investment and he offered a possible solution. He’d recently learned about the importance of velocity, and suggested that the division could make real gains by working with its suppliers to increase inventory turnover. Crash Course Being CEO 1100/8//820/214014 21 21
  22. 22. “What do you think you can do?” he asked the The manager replied that with some engineering help, he thought he could make substantial improvements. “I’d need twenty engineers,” the manager added. The CEO turned to the engineering vice president and asked him if he would assign the engineers to the task. The vice president hemmed and hawed for half a minute. Then he said, in chilly tones, “Engineers don’t want to work for purchasing.” Crash Course Being CEO purchasing manager. 1100/8//820/214014 22 22
  23. 23. The CEO looked at the vice president for several moments. Finally he said: “I am sure you will transfer twenty engineers to purchasing on Monday.” Then he walked toward the door, turned, and looked at the purchasing executive, and said: “I want you to set up a monthly videoconference with yourself, engineering, the CFO, and me and the manufacturing manager to review the progress of this important effort.” Crash Course Being CEO 1100/8//820/214014 23 23
  24. 24. What did the CEO do here? Crash Course Being CEO 1100/8//820/214014 24 24
  25. 25. 4. Follow Through • Ensure the involvement of all people that have to be but only the people that have to be Crash Course Being CEO 1100/8//820/214014 25 25
  26. 26. 4. Follow trough • Have a follow up system (not only a computerized system but a system for yourself) • Determine a balanced follow up frequency Crash Course Being CEO 1100/8//820/214014 26 26
  27. 27. 5. Reward The Doers Crash Course Being CEO 1100/8//820/214014 27 27
  28. 28. 5. Reward The Doers If you want people to produce specific results, you reward them accordingly. This fact seems so obvious that it shouldn’t need saying. Yet many corporations do such a poor job of linking rewards to performance that there’s little correlation at all. Crash Course Being CEO • Measure • Reward • Promote 1100/8//820/214014 28 28
  29. 29. 6. Expand People’s Capabilities Through Coaching Crash Course Being CEO 1100/8//820/214014 29 29
  30. 30. 6. Expand People’s Capabilities Through Coaching As a leader, you’ve acquired a lot of knowledge and experience—even wisdom—along the way. One of the most important parts of your job is passing it on to the next generation of leaders. This is how you expand the capabilities of everyone else in your organization, individually and collectively. It’s how you will get results today and leave a legacy that you can take pride in when you move on. Crash Course Being CEO 1100/8//820/214014 30 30
  31. 31. 6. Expand People’s Capabilities Through Coaching • The most effective way to coach is to observe a person in action and then provide specific useful feedback • When the leader discusses business and organizational • The skill of the coach is the art of questioning. Asking incisive questions forces people to think, to discover, to search • Education is an important part of expanding people’s capabilities—if it’s handled right. Many companies are almost promiscuous about it, offering cornucopias of generic courses in management or leadership and putting far too many people into them. Keep in mind that 80 percent of learning takes place outside the classroom Crash Course Being CEO issues in a group setting, everybody learns. 1100/8//820/214014 31 31
  32. 32. 6. Expand People’s Capabilities Through Coaching Let´s excercise Crash Course Being CEO • CEP – VP Operations – Uneven X performance – Low and slow growth – No pools diversification – Tough personal and sentimental situation – Very skilled. Executer. Little sympathetic 1100/8//820/214014 32 32
  33. 33. 6. Expand People’s Capabilities Through Coaching Let´s excercise! – Great support of university – Low number of members – Bad quality exchanges – Very commited EB – Unexperienced but commited LCP – Challenging external environment with high potential in Crash Course Being CEO • CEO – Unit Manager tourism and environmental sphere. 1100/8//820/214014 33 33
  34. 34. YOURSELF Crash Course Being CEO KNOW 1100/8//820/214014 34 34
  35. 35. 7. KNOW YOURSELF • AUTHENTICITY: A psychological term, authenticity meanspretty much what you might guess: you’re real, not a fake. Your outer person is the same as your inner person, not a mask you put on. Who you are is the same as what you do and say. Only authenticity builds trust, because sooner or later people spot the fakers Crash Course Being CEO 1100/8//820/214014 35 35
  36. 36. 7. KNOW YOURSELF • SELF-AWARENESS: Know thyself—it’s advice as old as the hills, and it’s the core of authenticity. When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings. You know your behavioral blind sides and emotional blockages, and you have a modus operandi for dealing with them—you draw on the people around you. Self-awareness gives you the capacity to learn from your mistakes as well as your successes. It enables you to keep growing. Crash Course Being CEO 1100/8//820/214014 36 36
  37. 37. 7. KNOW YOURSELF • SELF-MASTERY: When you know yourself, you can master yourself. You can keep your ego in check, take responsibility for your behavior, adapt to change, embrace new ideas, and adhere to your standards of integrity and honesty under all conditions. Self-mastery is the key to true self-confidence. We’re talking about the kind that’s authentic and positive, as opposed to the kinds that mask weakness or insecurity— the studied demeanor of confidence, or outright arrogance Crash Course Being CEO 1100/8//820/214014 37 37
  38. 38. 7. KNOW YOURSELF HUMILITY: The more you can contain your ego, the more realistic you are about your problems. You learn how to listen and admit that you don’t know all the answers. You exhibit the attitude that you can learn from anyone at any time. Your pride doesn’t get in the way of gathering the information you need to achieve the best results. It doesn’t keep you from sharing the credit that needs to be shared. Humility allows you to acknowledge your mistakes. Crash Course Being CEO 1100/8//820/214014 38 38
  39. 39. 7. KNOW YOURSELF Crash Course Being CEO Let´s check! Authenticity Self-awareness Self-mastery Humility 1100/8//820/214014 39 39
  40. 40. 1. Know Your Business And Your People 2. Insist On Realism 3. Set Clear Goals And Priorities 4. Follow Through 5. Reward The Doers 6. Expand People’s Capabilities 7. Know Yourself Crash Course Being CEO 1100/8//820/214014 40 40
  41. 41. What do you have to take Crash Course Being CEO Wrap Up care of? 1100/8//820/214014 41 41

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