How to Master the Balancing Act of a Successful CEO
Author: Joel Trammell
Publisher: Greenleaf Book Group
Category: Business & Economics
No CEO can find a point of balance and then stand still--that’s not even possible on a tightrope. The expectation is that the business must always move forward. The American CEO walks a tightrope daily . . . many times blindfolded and without a net below. The job of balancing the often-competing interests of a company’s constituents is so challenging that the average lifespan of a newly minted CEO is around five years. Why is it that our most successful businesspeople, individuals who have been wildly successful at every other position in their career, often fail when they get to the CEO chair? The job of the CEO is unlike any leadership position, yet many CEOs are unprepared for its challenges. Yes, you must have business acumen and people-management skills, but you’ll also need to own the company vision, provide the proper resources, build the culture consistently and in alignment with company goals, make key decisions, and deliver performance that satisfies boards, shareholders, and investors. And, to complicate matters, you must work in an ambiguous environment in which you have absolute responsibility but questionable control. Your biggest challenge will be the balancing act required to be successful--to grow your company in the short term and create a long-term advantage that makes your efforts sustainable. Joel Trammell, successful entrepreneur, CEO, and investor, explores the various points of balance that challenge every CEO. He identifies what it looks like when a CEO is off balance and offers modern techniques and approaches to regain balance, drawn from almost thirty years of study and experience. You’ll learn about the 50+ daily struggles that might pull you off balance, such as how to build credibility while avoiding the cheerleader vs. Eeyore trap; how to identify the right growth opportunities while avoiding the budget blower vs. budget tyrant trap; and how to create strong alignment while avoiding the CIA vs. amateur trap. Trammell has created this resource for aspiring, new, and more experienced CEOs. He shares stories that allow you to identify your own strengths and weaknesses and provides questions that promote self-analysis. Filling a void in the market for a clear, compelling guide for CEOs, The CEO Tightrope is certain to become your go-to valued resource.
The CEO’s Boss, originally published in 2010, is the definitive guide to a productive working relationship between corporate boards and CEOs. Speaking to an era when company directors must monitor the actions and day-to-day operations of their CEO, William M. Klepper offers eight essential lessons to help boards operate more effectively in this bold and independent role. Since the publication of the first edition, Klepper has continued to develop and apply its lessons for a variety of businesses and settings. In this second edition, Klepper renews the paradigm set forth in the first, with new case studies of companies such as Wells Fargo, BP, Hewlett-Packard, and Proctor & Gamble. Giving directors, executives, investors, and stakeholders the tools to make crucial relationships work, Klepper details the best techniques for selecting the right CEO, establishing a working relationship, and giving effective feedback. He affirms the importance of the social contract between directors and their CEOs, encourages directors to embrace their independence, and teaches executives to value tough love. He revisits the first edition’s case studies and derives new insights from how these companies followed—or failed to heed—the book’s precepts. He also takes a close look at the predictions he made almost ten years ago, providing new forecasts and integrating core knowledge to ensure that The CEO’s Boss remains essential in our ever-changing business landscape.
In a business era in which executives are taken away in handcuffsand corporate malfeasance and scandal dominates the businessheadlines, there is tremendous value in the stories of ethicalcompanies and spiritual business leaders. The CEO and theMonk is one such compelling story, the story of KeySpan, thenation?s fifth largest energy giant and a profitable, Fortune 500company, and the two KeySpan executives?one a former monk?whoseunique working relationship is based on something as simple andpowerful as "doing the right thing." This isn?t yet anotherprescriptive business guide written by breathless consultants. Itis a story about a real business and how two unusual and dedicatedhumanists can keep their eyes on profits and ethics at the sametime.
You're the boss.... Now make an executive decision. You are the CEO of Fleece Industries. So far, you've made all the right choices. The result: Your life's work -- building a company from an idea scrawled on a bar napkin into a clothing empire -- has reached a major milestone. Fleece is going to have an initial public offering and become a publicly traded company on the New York Stock Exchange. The instant the opening bell rings, you'll be worth tens, if not hundreds, of millions. It's a dream come true. Unfortunately that's when things get complicated. Now come the really hard choices. What would you do if You discovered that a rogue employee had been cooking the books? Your mistress threatened to expose your affair to your wife? You found yourself at the center of an insider-trading scandal? Your daughter turned up in a sex tape on the Internet? You found yourself considering the worst choice of all: MURDER? Step up to the plate. What would you do if you were The CEO?
If you're a successful, ambitious executive, chances are you'll have dreamed of what it would be like in the top job. But what does it really mean to be a CEO? What would you have to do every day? What key qualities, experience and skills do all the top CEOs have in common? How would your performance be measured? And crucially, how do you land the top job? Who better than the CEO of one of the world’s best known executive search firms to answer these questions and to shed new insight on what it takes to succeed at the top? In CEO, drawing on his unique access to the world’s business leaders, Kevin Kelly opens the door of the corner office and lets you eavesdrop on conversations with the world’s top CEO’s, those who have stuck their necks out and really changed the way that things are done. CEO provides a route-map for meeting the new challenges of building global organisations and sketches the new agenda for the world’s CEOs. Sure CEOs still need to return value to shareholders and keep the financial analysts happy but the realities of business in the 21st century have changed, so that they also have to engage with new markers of success, like sustainability, ethics and genuine global impact. Find out what success means to people who have already made it and discover how you can make it too. CEO. BE INSPIRED. BE SUCCESSFUL. BE THE CEO.
Applying the Systems-Centered Approach in Organizations
Author: Yvonne M. Agazarian
Publisher: Karnac Books
"As this book amply demonstrates, SCT has turned out to have powerful organizational applications. With its theory of living human systems rather than a separate theory of organizations or of organizational behavior, it uses concepts that easily map onto organizational life. It looks at systems as a whole but also in parts. It stresses the importance of understanding boundaries and contexts. It continually focuses on task, and, perhaps, most important of all, it offers a sophisticated understanding of roles, which includes work roles in organizations. It well may be, as more consultants working in organizations become more familiar with the concepts and methods SCT offers, the SCT approach will come to seem indispensable to the resolution of conflict." - from the Foreword by Ken Eisold, Ph.D., Former President of the Psychoanalytic Study of Organizations
A group of people affiliated with a corporation set an adventure in order to fix a situation, and later gets out of control, so they have to think of a plan that will alter the universe in an untimely manner. During your adventure, you will encounter a myriad of world class atmosphere, along with a world class resort that you never thought to exist.
Just like you don’t have to be a CEO to be a great leader, you don’t have to be a great leader to achieve personal success. ... I have said that income, wealth, position, and status are not measures of great leadership. They are not measures of personal success either. Personal success is achieved through honoring and respecting those around you (including family, friends, fellow employees, and others), always being ethical at work and in your personal life, channeling your motivation and desires toward specific career and personal goals (which are compatible with your mental being), and being willing to pay the price of achieving those goals through sacrifice and hard work. Those who do that will find their niche for success and achieve it. Another significant point I want to make is the importance of enthusiasm and a positive attitude to achieve that success, especially when things are not going exactly as you envisioned or planned, which will inevitably happen. Most leadership books share “ten steps for success,” “five things to never forget,” and other such formulas. Someone who wants to become a great leader must truly understand the psychology and practice of great leadership. Leadership ability is obtained by having the necessary psychological makeup, knowing one’s self, love of work, honoring others, personal sacrifice, and having fun in the workplace. Ignoring, minimizing, or mismanaging the human side of management creates suspicion, fear, and failure in the workplace. Take a practical look at leadership from the inside of an organization, and discover how to build positive and effective relationships. Whether you’re a great leader striving to be better, someone wanting to be a great leader, or an individual seeking to achieve your personal and professional dreams in life, you can find the inspiration to accomplish your goals through Exploring Great Leadership.
On a fateful winter day, Amol Sabharwal, co-founder of one of the most ambitious start-up ventures in the country, yourquote.in, decides to quit. What makes Amol quit his own business venture just when it is on the brink of raising its first round of funding? Harsh Snehanshu, bestselling author of Oops! I Fell in Love! gives us an insider’s peek into the big, bad entrepreneurial world of fame, betrayal, lust for power, greed, and unethical business practices. Based on the real-life story of the start-up that the author co-founded in 2010, Because Shit Happened will tell you what NOT to do in a start-up.
Written for practitioners, this book addresses corporate governance and the role of the board of directors in multinational corporations. Throughout the world, corporations are experiencing the second major transition in corporate governance of this century. The nature of the relationship between the corporation and the rest of society is changing fundamentally. The corporate board has unique responsibilities during this transition, but as it tries to respond directors are faced with destabilizing paradoxes: resolving who is in control--management or the board, achieving critical judgment while maintaining detachment, and avoiding becoming either a cozy club or a collection of all-stars. This book, based on interviews with 71 directors serving on more than 500 boards in eight countries, shows the nature of the challenges and suggests ways to analyze and confront them. This major international study compares the experiences of board members in Canada, Finland, France, Germany, Great Britain, the Netherlands, Switzerland, and Venezuela.