CEOs are ultimately responsible for establishing the vision and mission of an organization. They guide the organization through leadership, promote action, and drive planning and execution. CEOs also set the values, standards, and culture of an organization. They energize employees, make strategic decisions, and accept ultimate responsibility for the success or failure of the business. Additionally, CEOs define organizational structures and key internal and external relationships. However, they are not responsible for operational minutia or micromanaging.

1. WHAT DO CEOs DO?
WHAT ARE THEY ULTIMATELY RESPONSIBLE FOR?
RESPONSIBLE FOR THE VISION:
Establishes and articulates the “Vision”
Has total “Big Picture”
Lives in the future (Looks Ahead)
Presents new concepts or promotes new thinking
Sets direction
RESPONSIBLE FOR MISSION:
Establishes the organizational “Mission”
Guides the organization through leadership
Promotes action
Head cheer leader (Eternal Optimist)
Establishes “Strategy”
Establishes “global operational priorities”
Drives planning and tactical execution
Closely oversees Marketing
Works on matters which are important and not urgent
RESPONSIBLE FOR ORGANIZATION CREDO, VALUES AND PHILOSOPHY
Set the “Values” of the organization
Sets the “Tone” of the organization
Sets the “Standards” of the organization
Determines and promises the organizational “Culture”
Does the “Right Things” (Officers do “Things Right”)
RESPONSIBLE FOR ORGANIZATIONAL ENERGY
Energizes the organization
Makes decisions and “Moves On”
Develops the executive infrastructure
Sets the succession plan and absence authority, reserved decisions
Coach and Team Builder
Keeps the “Pulse” of the organization
Is a “Risk Taker”
Makes “Strategic Decisions”
Rules on tactics
Final decision maker
Acknowledges excellent performance and good behavior throughout company
Eliminates organizational “Road Blocks”
Empowers the organization and all employees. But establishes “Accountability”
Accepts ultimate operational and financial responsibility
Accepts ultimate responsibility for the success or failure of the business

2. RESPONSIBLE FOR KEY INTRA ORGANIZATIONAL RELATIONSHIPS
Defines organizational structure
Defines “down sizing or right sizing plans”
Mediator/Negotiator/Judge/Father-figure
RESPONSIBLE FOR KEY INTER ORGANIZATIONALNRELATIONSHIPS
Tracks business environment
Tracks industry trends
Deals with key investors
Deals with key customers
Leads the organization vital negotiations
Maintains personal link to all customers
Develops strategic relationships or alliances
Coordinates with and reports to the Board of Directors/Advisors
The final Mediator/Negotiator/Judge/Father figure
N O T R E S P O N S I B L E F O R:
Operational minutia
Fixing problems
Micromanaging