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C E O
ROLE EXCELLENCE
BOARDROOM TWEET:
what are the helping and
hindering factor for a CEO
role excellence????
BOARDROOM TWEET:
what are the helping and
hindering factor for a CEO
role excellence????
9 important characteristics
of the work of the CEO
1. The CEO must serve as the key linking device between the
organization and its environment.
2. The CEO is the nerve center of key information in the firm.
3. The CEO must take full charge of the organization’s strategy-
making system.
4. The CEO performs much work at an unrelenting pace.
5. The CEO’s work is characterized by brevity, discontinuity and
variety.
6. CEOs gravitate to more active, concrete elements in their
7. CEOs demonstrate a preference for the verbal media.
8. The prime occupational hazard of the CEO’s job is superficiality.
9. There is no science in managerial work.
1. The CEO must serve as the key linking device between the
organization and its environment.
2. The CEO is the nerve center of key information in the firm.
3. The CEO must take full charge of the organization’s strategy-
making system.
4. The CEO performs much work at an unrelenting pace.
5. The CEO’s work is characterized by brevity, discontinuity and
variety.
6. CEOs gravitate to more active, concrete elements in their
7. CEOs demonstrate a preference for the verbal media.
8. The prime occupational hazard of the CEO’s job is superficiality.
9. There is no science in managerial work.
The prime occupational hazard of the
chief executive’s job is superficiality.
• The prime occupational hazard of the chief executive’s job is
superficiality. Every pressure of his job drives him to be superficial.
He is driven to overwork, to adapt at an unrelenting pace, to
fragment his work, to be abrupt, to avoid relaxed, reflective
activities, to favor verbal communication over reading. Every
pressure tells him to get it done quickly, to avoid getting deeply
involved. All this is reflected most clearly in the chief executive’s
“dilemma of delegation.”
• He is forced to carry a great workload, yet he cannot easily
delegate responsibility for his tasks. To delegate, he must send
along the necessary information, but because so much of his
information is in his memory, it takes much time to disseminate it.
Hence, the top manager is often faced with the dilemma of doing it
himself and adding to his workload or of delegating the task
knowing it will be done by someone less informed.
• The prime occupational hazard of the chief executive’s job is
superficiality. Every pressure of his job drives him to be superficial.
He is driven to overwork, to adapt at an unrelenting pace, to
fragment his work, to be abrupt, to avoid relaxed, reflective
activities, to favor verbal communication over reading. Every
pressure tells him to get it done quickly, to avoid getting deeply
involved. All this is reflected most clearly in the chief executive’s
“dilemma of delegation.”
• He is forced to carry a great workload, yet he cannot easily
delegate responsibility for his tasks. To delegate, he must send
along the necessary information, but because so much of his
information is in his memory, it takes much time to disseminate it.
Hence, the top manager is often faced with the dilemma of doing it
himself and adding to his workload or of delegating the task
knowing it will be done by someone less informed.
•
CEOSPEAK :Think ahead! Don’t let day-to-day
operations drive out planning BUT never look
back unless you are planning to go that way
•
CEO THINKING CAP...
•
CEOSPEAK :Think ahead! Don’t let day-to-day
operations drive out planning BUT never look
back unless you are planning to go that way
•
FOCUS ON SIX
FUNDAMENTAL ROLES
While the goal of every CEO is to produce exceptional results, we have all encountered
frustrations in the pursuit of that goal. Creating exceptional results requires that we align
the capability and energy of every employee – from top to bottom – in the pursuit of the
objectives of the company. The challenge is – How exactly do we do that?
C R E AT I N G T H E I N S P I R AT I O N
C H A RT I N G T H E C O U R S E
S H A P I N G T H E T E A M
T R A N S L AT I N G I N AC T I O N
F O L L O W I N G T H R O U G H
C O M M U N I C AT I N G
While the goal of every CEO is to produce exceptional results, we have all encountered
frustrations in the pursuit of that goal. Creating exceptional results requires that we align
the capability and energy of every employee – from top to bottom – in the pursuit of the
objectives of the company. The challenge is – How exactly do we do that?
C R E AT I N G T H E I N S P I R AT I O N
C H A RT I N G T H E C O U R S E
S H A P I N G T H E T E A M
T R A N S L AT I N G I N AC T I O N
F O L L O W I N G T H R O U G H
C O M M U N I C AT I N G
•
CEO THINKING CAP -Knowing others is
wisdom, knowing yourself is Enlightenment
LEARN MORE ABOUT YOURSELF
CEO THINKING CAP...
•
CEO THINKING CAP -Knowing others is
wisdom, knowing yourself is Enlightenment
LEARN MORE ABOUT YOURSELF
• Figurehead, the simplest of roles, describes the manager as a symbol, required by the status of the office, to carry out a variety of social, legal,
and ceremonial duties. They must preside at formal dinners, greet visiting dignitaries, sign various forms and contracts, and make himself available
to the important clients who believe that they merit the chief executive’s attention.
• The leader role describes the manager’s interpersonal relationship with his/her own subordinates, the need to hire, train, and motivate them. As
leader, the manager must essentially bring their needs in accord with those of the organization.
• The liaison role focuses on the manager’s interpersonal dealings with people outside of his/her own organization. He/she spends a considerable
amount of time developing a network of high-status contacts in which information and favors are traded for mutual benefit. The chief executive joins
boards of directors, attends trade shows, performs public service work—all as part of the liaison role.
• A second set of roles, again three in number, describe the activities the manager performs primarily to process information. In the monitor role,
the CEO continually seeks and receives information about the organization to understand the milieu thoroughly. Much of this information is
privileged; theCEO alone receives it because of the contacts developed in the liaison role and because of the status in the leader role. In the
disseminator role the manager shares some of this privileged information with subordinates, and, in the spokesman role, informs outsiders about the
firm’s progress
• The last four roles describe the decision-making activities of the manager.As entrepreneur the manager takes responsibility for bringing about
change in the organization. The CEO looks for problems and opportunities, and initiates projects to deal with them. As disturbance handler, the
manager must take charge when the organization faces a major disturbance or crisis—the loss of a key executive, a lawsuit, the destruction of a
facility.
• As resource allocator, the manager decides who will get what in the firm. The CEO schedules his/her own time according to their own priorities;
designs the organization, in effect deciding who will do what; and authorizes all its important decisions. No major action can be taken without the
CEO’s approval, for the CEO must take responsibility for it. Finally, as negotiator the manager takes charge whenever the firm must enter into crucial
negotiations with other parties. His/her presence is required because he/she has the information and the authority to make the “real-time” decisions
that difficult negotiations require.
• Figurehead, the simplest of roles, describes the manager as a symbol, required by the status of the office, to carry out a variety of social, legal,
and ceremonial duties. They must preside at formal dinners, greet visiting dignitaries, sign various forms and contracts, and make himself available
to the important clients who believe that they merit the chief executive’s attention.
• The leader role describes the manager’s interpersonal relationship with his/her own subordinates, the need to hire, train, and motivate them. As
leader, the manager must essentially bring their needs in accord with those of the organization.
• The liaison role focuses on the manager’s interpersonal dealings with people outside of his/her own organization. He/she spends a considerable
amount of time developing a network of high-status contacts in which information and favors are traded for mutual benefit. The chief executive joins
boards of directors, attends trade shows, performs public service work—all as part of the liaison role.
• A second set of roles, again three in number, describe the activities the manager performs primarily to process information. In the monitor role,
the CEO continually seeks and receives information about the organization to understand the milieu thoroughly. Much of this information is
privileged; theCEO alone receives it because of the contacts developed in the liaison role and because of the status in the leader role. In the
disseminator role the manager shares some of this privileged information with subordinates, and, in the spokesman role, informs outsiders about the
firm’s progress
• The last four roles describe the decision-making activities of the manager.As entrepreneur the manager takes responsibility for bringing about
change in the organization. The CEO looks for problems and opportunities, and initiates projects to deal with them. As disturbance handler, the
manager must take charge when the organization faces a major disturbance or crisis—the loss of a key executive, a lawsuit, the destruction of a
facility.
• As resource allocator, the manager decides who will get what in the firm. The CEO schedules his/her own time according to their own priorities;
designs the organization, in effect deciding who will do what; and authorizes all its important decisions. No major action can be taken without the
CEO’s approval, for the CEO must take responsibility for it. Finally, as negotiator the manager takes charge whenever the firm must enter into crucial
negotiations with other parties. His/her presence is required because he/she has the information and the authority to make the “real-time” decisions
that difficult negotiations require.
•
Act as if what you do makes a DIFFERENCE
...and find by the "Pygmalion Effect" it really
does become the difference
•
CEO THINKING CAP...
•
Act as if what you do makes a DIFFERENCE
...and find by the "Pygmalion Effect" it really
does become the difference
•
NINE QUESTIONS WHICHTEST A
CEO’s LEADERSHIP WORTH
• At some time, everyone in an organization must take a leadership role if it is to
become a world class, responsive and agile entity. In this light, how many of the
following questions can you answer in the affirmative?
•
• 1. Am I the type of leader I admire in others?
2. Am I building a personal foundation of inspired leadership?
3. Am I aware of my personal leadership impact on others?
4. Am I clearly aligned with the direction and vision of the leadership of the
company?
5. Do I clearly understand the company vision and take the responsibility to keep
my understanding of the vision current as the conditions change?
6. Am I clear and open in my dialogue with others, setting aside any hidden
agendas?
7. Do I take leadership risks, holding myself responsible and accountable toward
meeting the customer’s needs?
8. Do I lead by example or is my private self different from my public image?
• 9. Do I groom or foster promising talent to become better than myself and leave
a larger than life legacy...when I decide to leave
• At some time, everyone in an organization must take a leadership role if it is to
become a world class, responsive and agile entity. In this light, how many of the
following questions can you answer in the affirmative?
•
• 1. Am I the type of leader I admire in others?
2. Am I building a personal foundation of inspired leadership?
3. Am I aware of my personal leadership impact on others?
4. Am I clearly aligned with the direction and vision of the leadership of the
company?
5. Do I clearly understand the company vision and take the responsibility to keep
my understanding of the vision current as the conditions change?
6. Am I clear and open in my dialogue with others, setting aside any hidden
agendas?
7. Do I take leadership risks, holding myself responsible and accountable toward
meeting the customer’s needs?
8. Do I lead by example or is my private self different from my public image?
• 9. Do I groom or foster promising talent to become better than myself and leave
a larger than life legacy...when I decide to leave
The top 10 questions every board
must ask its CEO:
• 1. Are we in the right business and markets? What are the growth areas to invest
in and declining areas to divest?
• 2. What are the economic and market research data that support our strategy?
• 3. What are our strengths, weaknesses, opportunities and threats (SWOTs)?
• 4. What are we doing to address each one of the SWOTs?
• 5. What are our core competencies? How we can leverage them?
• 6. What are the key strategic and operational risks? How do we manage them?
• 7. What are our key performance targets?
• 8. How do we plan to achieve those targets?
• 9. How can we build a sustainable competitive advantage?
• 10. How can we improve governance, control and reporting functions?
• 1. Are we in the right business and markets? What are the growth areas to invest
in and declining areas to divest?
• 2. What are the economic and market research data that support our strategy?
• 3. What are our strengths, weaknesses, opportunities and threats (SWOTs)?
• 4. What are we doing to address each one of the SWOTs?
• 5. What are our core competencies? How we can leverage them?
• 6. What are the key strategic and operational risks? How do we manage them?
• 7. What are our key performance targets?
• 8. How do we plan to achieve those targets?
• 9. How can we build a sustainable competitive advantage?
• 10. How can we improve governance, control and reporting functions?
The top 10 questions every CEO must
ask his executive team:
• 1. Do we have a big growth idea?
• 2. Do we have the right growth engine (business model, infrastructure, resources and
network)?
• 3. Does our operations management efficiently and effectively support our performance
targets? How do we know?
• 4. Which vendors, partners, clients and employees are delivering the real value? How do we
get more out of the rest?
• 5. What are the key SWOTs in each function, and how do you manage them?
• 6. How can we build a sustainable competitive advantage in each function (Marketing, R&D,
SCM, IT, etc)?
• 7. What initiatives/programs/projects are needed to execute our strategy? How do we
ensure that they are aligned and executed with the right quality, on time and within budget?
• 8. What are the key performance targets and incentives for each executive (CMO, CFO,
COO, CIO, and CHO)?
• 9. Do we have the appropriate organization in place to meet those targets? (IIM’s 5D
strategy framework: budget, tools, products, processes and people)?
• 10. How can we communicate our plans better to our stakeholders in order to win
their support and achieve our goals?
• 1. Do we have a big growth idea?
• 2. Do we have the right growth engine (business model, infrastructure, resources and
network)?
• 3. Does our operations management efficiently and effectively support our performance
targets? How do we know?
• 4. Which vendors, partners, clients and employees are delivering the real value? How do we
get more out of the rest?
• 5. What are the key SWOTs in each function, and how do you manage them?
• 6. How can we build a sustainable competitive advantage in each function (Marketing, R&D,
SCM, IT, etc)?
• 7. What initiatives/programs/projects are needed to execute our strategy? How do we
ensure that they are aligned and executed with the right quality, on time and within budget?
• 8. What are the key performance targets and incentives for each executive (CMO, CFO,
COO, CIO, and CHO)?
• 9. Do we have the appropriate organization in place to meet those targets? (IIM’s 5D
strategy framework: budget, tools, products, processes and people)?
• 10. How can we communicate our plans better to our stakeholders in order to win
their support and achieve our goals?
demystify the strategic planning
process and aim for action orientation
• Nobel Laureate Bernard Shaw once wrote... that "every profession is a
conspiracy on the layman..." simply said- the vast array of complex
strategy planning tools and confusing jargon only puts off the
management practitioner viz the street smart business & entrepreneur;.
• The strategic management process is made up of four elements:
1. SITUATION ANALYSIS,
• 2. STRATEGY FORMULATION,
• 3. STRATEGY IMPLEMENTATION,
• 4. STRATEGY EVALUATION.
• Nobel Laureate Bernard Shaw once wrote... that "every profession is a
conspiracy on the layman..." simply said- the vast array of complex
strategy planning tools and confusing jargon only puts off the
management practitioner viz the street smart business & entrepreneur;.
• The strategic management process is made up of four elements:
1. SITUATION ANALYSIS,
• 2. STRATEGY FORMULATION,
• 3. STRATEGY IMPLEMENTATION,
• 4. STRATEGY EVALUATION.
If the board of director knew how the CEO
spends his time they would know which way
the company is heading
CEO THINKING CAP...
If the board of director knew how the CEO
spends his time they would know which way
the company is heading
Time Management for CEOsTime Management for CEOs
• Categorize tasks into ABC
• A = Most Urgent and important tasks needing
personal attention of CEO
• B = Not so important tasks which could be
handled by others also
• C = Not important now but may become A or
B category tasks later
• Categorize tasks into ABC
• A = Most Urgent and important tasks needing
personal attention of CEO
• B = Not so important tasks which could be
handled by others also
• C = Not important now but may become A or
B category tasks later
CEO’s Time ManagementCEO’s Time Management
TasksTasks PreferredPreferred
Time %Time %
Actual TimeActual Time
%%
StrategyStrategy
MonitoringMonitoring
PerformancePerformance
LeadershipLeadership
Stake HoldersStake Holders
PeoplePeople
DevelopmentDevelopment
3535
1515
3030
1010
1010
1010
4545
1515
3535
0505
StrategyStrategy
MonitoringMonitoring
PerformancePerformance
LeadershipLeadership
Stake HoldersStake Holders
PeoplePeople
DevelopmentDevelopment
3535
1515
3030
1010
1010
1010
4545
1515
3535
0505
Benefits of Evaluating the C E O
• Evaluating the Chief Executive is a primary responsibility of the Board.
There are several key benefits from this evaluation, including that the
process:
1. Ensures the Board is meeting its duty to effectively lead the
organization
2. Ensures organizational goals are being met
3. Ensures continued development of the Chief Executive to more
effectively conduct his or her role
4. Ensures a formal and documented evaluation process that meets
standards of fairness and practicality
5. Ensures the Chief Executive values his or her role, is benefiting from it
and therefore is more likely to stay (finding good Chief Executives is
increasingly difficult)
6. Leaves written record of the Board's impression of the Chief Executive's
performance in case this record is needed for future verification, e.g., for
salary increases, probationary activities, firing, etc.
• Evaluating the Chief Executive is a primary responsibility of the Board.
There are several key benefits from this evaluation, including that the
process:
1. Ensures the Board is meeting its duty to effectively lead the
organization
2. Ensures organizational goals are being met
3. Ensures continued development of the Chief Executive to more
effectively conduct his or her role
4. Ensures a formal and documented evaluation process that meets
standards of fairness and practicality
5. Ensures the Chief Executive values his or her role, is benefiting from it
and therefore is more likely to stay (finding good Chief Executives is
increasingly difficult)
6. Leaves written record of the Board's impression of the Chief Executive's
performance in case this record is needed for future verification, e.g., for
salary increases, probationary activities, firing, etc.
HE IS A CHANGE AGENT AND
FACILITATOR FOR BUSINESS
EXCELLENCE MODELS &
STRATEGY DEVELOPMENT ;
TALENT MANAGEMENT
LEADERSHIP DEVELOPMENT
AND SALES PERFORMANCE
TURNAROUND LABELED THE
BOARDROOM THOUGHT
LEADER
a consultant and advisor to Board
of Directors of leading
companies & Chambers of
Commerce;.
a Visiting Professor to premier
management institutes and
staff training colleges
throughout India.
He is founder of SYNERGY
MANAGEMENT ASSOCIATES
Dr WILFRED MONTEIRO
HE IS A CHANGE AGENT AND
FACILITATOR FOR BUSINESS
EXCELLENCE MODELS &
STRATEGY DEVELOPMENT ;
TALENT MANAGEMENT
LEADERSHIP DEVELOPMENT
AND SALES PERFORMANCE
TURNAROUND LABELED THE
BOARDROOM THOUGHT
LEADER
a consultant and advisor to Board
of Directors of leading
companies & Chambers of
Commerce;.
a Visiting Professor to premier
management institutes and
staff training colleges
throughout India.
He is founder of SYNERGY
MANAGEMENT ASSOCIATES
18website: www.synergymanager.net
http://ceocircle-india.blogspot.in
Dr WILFRED MONTEIRO
please view the blog spot I have developed for my seminar participant ongoing learning
http://ceocircle-india.blogspot.in
19website: www.synergymanager.net
CONTACT US
Dr Wilfred Monteiro
TELE : 91 22 9819843927
EMAIL: wm@synergymanager.net
website:
www.synergymanager.net
copyright Dr Wilfred Monteiro www.synergymanager.net -all rights reserved
SYNERGY MANAGEMENT ASSOCIATES
since 1993
Designing Business Excellence Models
Corporate Planning & Strategy Summits
Change Management Initiatives
Business Leadership Development
Performance Management Systems

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CEO ROLE EXCELLENCE

  • 1. C E O ROLE EXCELLENCE
  • 2. BOARDROOM TWEET: what are the helping and hindering factor for a CEO role excellence???? BOARDROOM TWEET: what are the helping and hindering factor for a CEO role excellence????
  • 3. 9 important characteristics of the work of the CEO 1. The CEO must serve as the key linking device between the organization and its environment. 2. The CEO is the nerve center of key information in the firm. 3. The CEO must take full charge of the organization’s strategy- making system. 4. The CEO performs much work at an unrelenting pace. 5. The CEO’s work is characterized by brevity, discontinuity and variety. 6. CEOs gravitate to more active, concrete elements in their 7. CEOs demonstrate a preference for the verbal media. 8. The prime occupational hazard of the CEO’s job is superficiality. 9. There is no science in managerial work. 1. The CEO must serve as the key linking device between the organization and its environment. 2. The CEO is the nerve center of key information in the firm. 3. The CEO must take full charge of the organization’s strategy- making system. 4. The CEO performs much work at an unrelenting pace. 5. The CEO’s work is characterized by brevity, discontinuity and variety. 6. CEOs gravitate to more active, concrete elements in their 7. CEOs demonstrate a preference for the verbal media. 8. The prime occupational hazard of the CEO’s job is superficiality. 9. There is no science in managerial work.
  • 4. The prime occupational hazard of the chief executive’s job is superficiality. • The prime occupational hazard of the chief executive’s job is superficiality. Every pressure of his job drives him to be superficial. He is driven to overwork, to adapt at an unrelenting pace, to fragment his work, to be abrupt, to avoid relaxed, reflective activities, to favor verbal communication over reading. Every pressure tells him to get it done quickly, to avoid getting deeply involved. All this is reflected most clearly in the chief executive’s “dilemma of delegation.” • He is forced to carry a great workload, yet he cannot easily delegate responsibility for his tasks. To delegate, he must send along the necessary information, but because so much of his information is in his memory, it takes much time to disseminate it. Hence, the top manager is often faced with the dilemma of doing it himself and adding to his workload or of delegating the task knowing it will be done by someone less informed. • The prime occupational hazard of the chief executive’s job is superficiality. Every pressure of his job drives him to be superficial. He is driven to overwork, to adapt at an unrelenting pace, to fragment his work, to be abrupt, to avoid relaxed, reflective activities, to favor verbal communication over reading. Every pressure tells him to get it done quickly, to avoid getting deeply involved. All this is reflected most clearly in the chief executive’s “dilemma of delegation.” • He is forced to carry a great workload, yet he cannot easily delegate responsibility for his tasks. To delegate, he must send along the necessary information, but because so much of his information is in his memory, it takes much time to disseminate it. Hence, the top manager is often faced with the dilemma of doing it himself and adding to his workload or of delegating the task knowing it will be done by someone less informed.
  • 5. • CEOSPEAK :Think ahead! Don’t let day-to-day operations drive out planning BUT never look back unless you are planning to go that way • CEO THINKING CAP... • CEOSPEAK :Think ahead! Don’t let day-to-day operations drive out planning BUT never look back unless you are planning to go that way •
  • 6. FOCUS ON SIX FUNDAMENTAL ROLES While the goal of every CEO is to produce exceptional results, we have all encountered frustrations in the pursuit of that goal. Creating exceptional results requires that we align the capability and energy of every employee – from top to bottom – in the pursuit of the objectives of the company. The challenge is – How exactly do we do that? C R E AT I N G T H E I N S P I R AT I O N C H A RT I N G T H E C O U R S E S H A P I N G T H E T E A M T R A N S L AT I N G I N AC T I O N F O L L O W I N G T H R O U G H C O M M U N I C AT I N G While the goal of every CEO is to produce exceptional results, we have all encountered frustrations in the pursuit of that goal. Creating exceptional results requires that we align the capability and energy of every employee – from top to bottom – in the pursuit of the objectives of the company. The challenge is – How exactly do we do that? C R E AT I N G T H E I N S P I R AT I O N C H A RT I N G T H E C O U R S E S H A P I N G T H E T E A M T R A N S L AT I N G I N AC T I O N F O L L O W I N G T H R O U G H C O M M U N I C AT I N G
  • 7. • CEO THINKING CAP -Knowing others is wisdom, knowing yourself is Enlightenment LEARN MORE ABOUT YOURSELF CEO THINKING CAP... • CEO THINKING CAP -Knowing others is wisdom, knowing yourself is Enlightenment LEARN MORE ABOUT YOURSELF
  • 8. • Figurehead, the simplest of roles, describes the manager as a symbol, required by the status of the office, to carry out a variety of social, legal, and ceremonial duties. They must preside at formal dinners, greet visiting dignitaries, sign various forms and contracts, and make himself available to the important clients who believe that they merit the chief executive’s attention. • The leader role describes the manager’s interpersonal relationship with his/her own subordinates, the need to hire, train, and motivate them. As leader, the manager must essentially bring their needs in accord with those of the organization. • The liaison role focuses on the manager’s interpersonal dealings with people outside of his/her own organization. He/she spends a considerable amount of time developing a network of high-status contacts in which information and favors are traded for mutual benefit. The chief executive joins boards of directors, attends trade shows, performs public service work—all as part of the liaison role. • A second set of roles, again three in number, describe the activities the manager performs primarily to process information. In the monitor role, the CEO continually seeks and receives information about the organization to understand the milieu thoroughly. Much of this information is privileged; theCEO alone receives it because of the contacts developed in the liaison role and because of the status in the leader role. In the disseminator role the manager shares some of this privileged information with subordinates, and, in the spokesman role, informs outsiders about the firm’s progress • The last four roles describe the decision-making activities of the manager.As entrepreneur the manager takes responsibility for bringing about change in the organization. The CEO looks for problems and opportunities, and initiates projects to deal with them. As disturbance handler, the manager must take charge when the organization faces a major disturbance or crisis—the loss of a key executive, a lawsuit, the destruction of a facility. • As resource allocator, the manager decides who will get what in the firm. The CEO schedules his/her own time according to their own priorities; designs the organization, in effect deciding who will do what; and authorizes all its important decisions. No major action can be taken without the CEO’s approval, for the CEO must take responsibility for it. Finally, as negotiator the manager takes charge whenever the firm must enter into crucial negotiations with other parties. His/her presence is required because he/she has the information and the authority to make the “real-time” decisions that difficult negotiations require. • Figurehead, the simplest of roles, describes the manager as a symbol, required by the status of the office, to carry out a variety of social, legal, and ceremonial duties. They must preside at formal dinners, greet visiting dignitaries, sign various forms and contracts, and make himself available to the important clients who believe that they merit the chief executive’s attention. • The leader role describes the manager’s interpersonal relationship with his/her own subordinates, the need to hire, train, and motivate them. As leader, the manager must essentially bring their needs in accord with those of the organization. • The liaison role focuses on the manager’s interpersonal dealings with people outside of his/her own organization. He/she spends a considerable amount of time developing a network of high-status contacts in which information and favors are traded for mutual benefit. The chief executive joins boards of directors, attends trade shows, performs public service work—all as part of the liaison role. • A second set of roles, again three in number, describe the activities the manager performs primarily to process information. In the monitor role, the CEO continually seeks and receives information about the organization to understand the milieu thoroughly. Much of this information is privileged; theCEO alone receives it because of the contacts developed in the liaison role and because of the status in the leader role. In the disseminator role the manager shares some of this privileged information with subordinates, and, in the spokesman role, informs outsiders about the firm’s progress • The last four roles describe the decision-making activities of the manager.As entrepreneur the manager takes responsibility for bringing about change in the organization. The CEO looks for problems and opportunities, and initiates projects to deal with them. As disturbance handler, the manager must take charge when the organization faces a major disturbance or crisis—the loss of a key executive, a lawsuit, the destruction of a facility. • As resource allocator, the manager decides who will get what in the firm. The CEO schedules his/her own time according to their own priorities; designs the organization, in effect deciding who will do what; and authorizes all its important decisions. No major action can be taken without the CEO’s approval, for the CEO must take responsibility for it. Finally, as negotiator the manager takes charge whenever the firm must enter into crucial negotiations with other parties. His/her presence is required because he/she has the information and the authority to make the “real-time” decisions that difficult negotiations require.
  • 9. • Act as if what you do makes a DIFFERENCE ...and find by the "Pygmalion Effect" it really does become the difference • CEO THINKING CAP... • Act as if what you do makes a DIFFERENCE ...and find by the "Pygmalion Effect" it really does become the difference •
  • 10. NINE QUESTIONS WHICHTEST A CEO’s LEADERSHIP WORTH • At some time, everyone in an organization must take a leadership role if it is to become a world class, responsive and agile entity. In this light, how many of the following questions can you answer in the affirmative? • • 1. Am I the type of leader I admire in others? 2. Am I building a personal foundation of inspired leadership? 3. Am I aware of my personal leadership impact on others? 4. Am I clearly aligned with the direction and vision of the leadership of the company? 5. Do I clearly understand the company vision and take the responsibility to keep my understanding of the vision current as the conditions change? 6. Am I clear and open in my dialogue with others, setting aside any hidden agendas? 7. Do I take leadership risks, holding myself responsible and accountable toward meeting the customer’s needs? 8. Do I lead by example or is my private self different from my public image? • 9. Do I groom or foster promising talent to become better than myself and leave a larger than life legacy...when I decide to leave • At some time, everyone in an organization must take a leadership role if it is to become a world class, responsive and agile entity. In this light, how many of the following questions can you answer in the affirmative? • • 1. Am I the type of leader I admire in others? 2. Am I building a personal foundation of inspired leadership? 3. Am I aware of my personal leadership impact on others? 4. Am I clearly aligned with the direction and vision of the leadership of the company? 5. Do I clearly understand the company vision and take the responsibility to keep my understanding of the vision current as the conditions change? 6. Am I clear and open in my dialogue with others, setting aside any hidden agendas? 7. Do I take leadership risks, holding myself responsible and accountable toward meeting the customer’s needs? 8. Do I lead by example or is my private self different from my public image? • 9. Do I groom or foster promising talent to become better than myself and leave a larger than life legacy...when I decide to leave
  • 11. The top 10 questions every board must ask its CEO: • 1. Are we in the right business and markets? What are the growth areas to invest in and declining areas to divest? • 2. What are the economic and market research data that support our strategy? • 3. What are our strengths, weaknesses, opportunities and threats (SWOTs)? • 4. What are we doing to address each one of the SWOTs? • 5. What are our core competencies? How we can leverage them? • 6. What are the key strategic and operational risks? How do we manage them? • 7. What are our key performance targets? • 8. How do we plan to achieve those targets? • 9. How can we build a sustainable competitive advantage? • 10. How can we improve governance, control and reporting functions? • 1. Are we in the right business and markets? What are the growth areas to invest in and declining areas to divest? • 2. What are the economic and market research data that support our strategy? • 3. What are our strengths, weaknesses, opportunities and threats (SWOTs)? • 4. What are we doing to address each one of the SWOTs? • 5. What are our core competencies? How we can leverage them? • 6. What are the key strategic and operational risks? How do we manage them? • 7. What are our key performance targets? • 8. How do we plan to achieve those targets? • 9. How can we build a sustainable competitive advantage? • 10. How can we improve governance, control and reporting functions?
  • 12. The top 10 questions every CEO must ask his executive team: • 1. Do we have a big growth idea? • 2. Do we have the right growth engine (business model, infrastructure, resources and network)? • 3. Does our operations management efficiently and effectively support our performance targets? How do we know? • 4. Which vendors, partners, clients and employees are delivering the real value? How do we get more out of the rest? • 5. What are the key SWOTs in each function, and how do you manage them? • 6. How can we build a sustainable competitive advantage in each function (Marketing, R&D, SCM, IT, etc)? • 7. What initiatives/programs/projects are needed to execute our strategy? How do we ensure that they are aligned and executed with the right quality, on time and within budget? • 8. What are the key performance targets and incentives for each executive (CMO, CFO, COO, CIO, and CHO)? • 9. Do we have the appropriate organization in place to meet those targets? (IIM’s 5D strategy framework: budget, tools, products, processes and people)? • 10. How can we communicate our plans better to our stakeholders in order to win their support and achieve our goals? • 1. Do we have a big growth idea? • 2. Do we have the right growth engine (business model, infrastructure, resources and network)? • 3. Does our operations management efficiently and effectively support our performance targets? How do we know? • 4. Which vendors, partners, clients and employees are delivering the real value? How do we get more out of the rest? • 5. What are the key SWOTs in each function, and how do you manage them? • 6. How can we build a sustainable competitive advantage in each function (Marketing, R&D, SCM, IT, etc)? • 7. What initiatives/programs/projects are needed to execute our strategy? How do we ensure that they are aligned and executed with the right quality, on time and within budget? • 8. What are the key performance targets and incentives for each executive (CMO, CFO, COO, CIO, and CHO)? • 9. Do we have the appropriate organization in place to meet those targets? (IIM’s 5D strategy framework: budget, tools, products, processes and people)? • 10. How can we communicate our plans better to our stakeholders in order to win their support and achieve our goals?
  • 13. demystify the strategic planning process and aim for action orientation • Nobel Laureate Bernard Shaw once wrote... that "every profession is a conspiracy on the layman..." simply said- the vast array of complex strategy planning tools and confusing jargon only puts off the management practitioner viz the street smart business & entrepreneur;. • The strategic management process is made up of four elements: 1. SITUATION ANALYSIS, • 2. STRATEGY FORMULATION, • 3. STRATEGY IMPLEMENTATION, • 4. STRATEGY EVALUATION. • Nobel Laureate Bernard Shaw once wrote... that "every profession is a conspiracy on the layman..." simply said- the vast array of complex strategy planning tools and confusing jargon only puts off the management practitioner viz the street smart business & entrepreneur;. • The strategic management process is made up of four elements: 1. SITUATION ANALYSIS, • 2. STRATEGY FORMULATION, • 3. STRATEGY IMPLEMENTATION, • 4. STRATEGY EVALUATION.
  • 14. If the board of director knew how the CEO spends his time they would know which way the company is heading CEO THINKING CAP... If the board of director knew how the CEO spends his time they would know which way the company is heading
  • 15. Time Management for CEOsTime Management for CEOs • Categorize tasks into ABC • A = Most Urgent and important tasks needing personal attention of CEO • B = Not so important tasks which could be handled by others also • C = Not important now but may become A or B category tasks later • Categorize tasks into ABC • A = Most Urgent and important tasks needing personal attention of CEO • B = Not so important tasks which could be handled by others also • C = Not important now but may become A or B category tasks later
  • 16. CEO’s Time ManagementCEO’s Time Management TasksTasks PreferredPreferred Time %Time % Actual TimeActual Time %% StrategyStrategy MonitoringMonitoring PerformancePerformance LeadershipLeadership Stake HoldersStake Holders PeoplePeople DevelopmentDevelopment 3535 1515 3030 1010 1010 1010 4545 1515 3535 0505 StrategyStrategy MonitoringMonitoring PerformancePerformance LeadershipLeadership Stake HoldersStake Holders PeoplePeople DevelopmentDevelopment 3535 1515 3030 1010 1010 1010 4545 1515 3535 0505
  • 17. Benefits of Evaluating the C E O • Evaluating the Chief Executive is a primary responsibility of the Board. There are several key benefits from this evaluation, including that the process: 1. Ensures the Board is meeting its duty to effectively lead the organization 2. Ensures organizational goals are being met 3. Ensures continued development of the Chief Executive to more effectively conduct his or her role 4. Ensures a formal and documented evaluation process that meets standards of fairness and practicality 5. Ensures the Chief Executive values his or her role, is benefiting from it and therefore is more likely to stay (finding good Chief Executives is increasingly difficult) 6. Leaves written record of the Board's impression of the Chief Executive's performance in case this record is needed for future verification, e.g., for salary increases, probationary activities, firing, etc. • Evaluating the Chief Executive is a primary responsibility of the Board. There are several key benefits from this evaluation, including that the process: 1. Ensures the Board is meeting its duty to effectively lead the organization 2. Ensures organizational goals are being met 3. Ensures continued development of the Chief Executive to more effectively conduct his or her role 4. Ensures a formal and documented evaluation process that meets standards of fairness and practicality 5. Ensures the Chief Executive values his or her role, is benefiting from it and therefore is more likely to stay (finding good Chief Executives is increasingly difficult) 6. Leaves written record of the Board's impression of the Chief Executive's performance in case this record is needed for future verification, e.g., for salary increases, probationary activities, firing, etc.
  • 18. HE IS A CHANGE AGENT AND FACILITATOR FOR BUSINESS EXCELLENCE MODELS & STRATEGY DEVELOPMENT ; TALENT MANAGEMENT LEADERSHIP DEVELOPMENT AND SALES PERFORMANCE TURNAROUND LABELED THE BOARDROOM THOUGHT LEADER a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce;. a Visiting Professor to premier management institutes and staff training colleges throughout India. He is founder of SYNERGY MANAGEMENT ASSOCIATES Dr WILFRED MONTEIRO HE IS A CHANGE AGENT AND FACILITATOR FOR BUSINESS EXCELLENCE MODELS & STRATEGY DEVELOPMENT ; TALENT MANAGEMENT LEADERSHIP DEVELOPMENT AND SALES PERFORMANCE TURNAROUND LABELED THE BOARDROOM THOUGHT LEADER a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce;. a Visiting Professor to premier management institutes and staff training colleges throughout India. He is founder of SYNERGY MANAGEMENT ASSOCIATES 18website: www.synergymanager.net
  • 19. http://ceocircle-india.blogspot.in Dr WILFRED MONTEIRO please view the blog spot I have developed for my seminar participant ongoing learning http://ceocircle-india.blogspot.in 19website: www.synergymanager.net
  • 20. CONTACT US Dr Wilfred Monteiro TELE : 91 22 9819843927 EMAIL: wm@synergymanager.net website: www.synergymanager.net copyright Dr Wilfred Monteiro www.synergymanager.net -all rights reserved SYNERGY MANAGEMENT ASSOCIATES since 1993 Designing Business Excellence Models Corporate Planning & Strategy Summits Change Management Initiatives Business Leadership Development Performance Management Systems