Do you remember that line, from a 1978 public service announcement encouraging viewers to join the Peace Corps? (Hint – “It’s the toughest job you’ll ever love”) Well, it seems like it might also readily apply to the CEO job. Our survey of executives found that being CEO was much tougher than our executives ever imagined, but also much more rewarding.
First, the tough part. The CEO job is demanding in every sense of the word, requiring physical, mental, and emotional stamina. “I had no idea how physically demanding the job would be,” one CEO told us. “For this job, I need to be energetic, focused, and disciplined.”
As a new CEO, you can’t do it all alone. While you might have the authority to make the company’s strategic decisions, you will never have all the information you need to make them nor the time required to implement them. That’s why one of your first jobs should be to select your senior team—and to do it well. As one participant in our CEO study observed, “You can never have too good of a team. Upgrading the talent makes a magnitude of change in the organization. You probably never have a team as good as you think you have, and you can always improve your team.”
By: Amy Durgin, Ph.D., Associate Consultant; Marcia Dolby, Sr. Principal; Carolina Aguilera, Ph.D., Principal
Nationally known voice on generational differences in the workplace Kim Huggins, was recently interviewed by Generis (an organizer of business summits including the American Manufacturing Summit) on the topic of Leading A Multi Generational Workforce in Manufacturing.
Most turnaround work occurs during the execution phase—but key activities performed during the shutdown, cleanup, and startup phases (SCS) can make or break a turnaround’s success.
We’re all too familiar with the shift in buzzwords and industry jargon over time. Words such as “customer-centric” “big data,” and “innovative” are sure to grab our attention today, whereas “paradigm shift,” “synergy,” and “bandwidth” were hot terms in the past.