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

1. Crash Course
Being CEO

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
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3. • High quality, practical learning
• Insight into running business operations
• A neww perspective on being a leader
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Being CEO
What we offer...
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4. Crash Course
Being CEO
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5. EXECUTION
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Being CEO
IDEA
PLAN
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6. EXECUTIVE
OFFICER
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Being CEO
CHIEF
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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. “
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8. • 7 key behaviours with Exercises
• Leadership and Management Experience
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Being CEO
Becoming a CEO Course
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9. 7 Key Behaviours
For Execution
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Being CEO
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10. 1. Know Your People
And Your Businesss
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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
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Your Business
agendas.
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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)
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13. 2. Insist On Realism
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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
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Being CEO
organization.
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15. 2. Insist On Realism
What are your 3 key assumptions about
How grounded are they?
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• Assumptions VS. Reality
ASS U ME
your country?
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16. 3. Set Clear Goals And Priorities
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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.
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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?
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19. 4. Follow Through
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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. 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.
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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.”
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purchasing manager.
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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.”
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24. What did the CEO do here?
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25. 4. Follow Through
• Ensure the involvement of all people that
have to be but only the people that have
to be
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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
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27. 5. Reward The Doers
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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.
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• Measure
• Reward
• Promote
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29. 6. Expand People’s
Capabilities Through
Coaching
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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.
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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
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Being CEO
issues in a group setting, everybody learns.
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32. 6. Expand People’s Capabilities
Through Coaching
Let´s excercise
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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
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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
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Being CEO
• CEO – Unit Manager
tourism and environmental sphere.
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34. YOURSELF
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Being CEO
KNOW
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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
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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.
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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
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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.
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39. 7. KNOW YOURSELF
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Let´s check!
Authenticity
Self-awareness
Self-mastery
Humility
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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
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Being CEO
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41. What do you have to take
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Being CEO
Wrap Up
care of?
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