A great CEO is a combination of an ideas person (like an entrepreneur), willing to take risks and think big; and a hands-on person, eagle-eyed in matters of money and human resources, always willing to dig into the details until everything is perfect. Remember that great leaders truly know their strengths—and can call on the right strength at the right time.
Lay out a succinct and specific list of values that define your corporate culture. Everyone in the company should be able to memorize and internalize these values, and utilize them in their daily work. [3] X Research source For example, you might lay out 5-10 core values. Instead of making them generic like “Treat people with respect,” though, be more specific: “Present our financial services to every client in such a way that they feel heard and valued. ”
Even if your “Widget 2. 0” falls flat with consumers, move confidently forward in developing “Widget 3. 0” while learning from your mistakes. Believe you’ll succeed this time, and accept that you’ll be replaced if you keep falling short. If you’re a student dreaming of becoming a CEO someday, ask yourself how you’ve handled challenges so far. Are you the one who wants the ball when the clock is running out? Do you do your best work in school when the stakes are highest? Have you overcome failures?
You may need to close a factory or relocate operations, for instance, which will obviously impact many people. You should be sympathetic, but at the same time accept that you must do what is best for the entire company. Use what you can see and know from your unique perspective to communicate your plans and explain your decisions to your workers clearly, plainly, and openly. If they know what your vision for the company is, they’ll have a much easier time helping you to realize that vision.
Welcome everyone’s input—ask workers what they need, encourage suggestions for change and improvement, and make it clear that you take the employees seriously. However, always keep it clear that you are the final authority. Provide avenues for anonymous feedback—such as webforms or the old-fashioned suggestion box—but also give opportunities for employees to come in and talk to you directly.
If, for example, you insist that inappropriate behavior won’t be tolerated, follow through and refuse to tolerate it. If you claim to care what other people think, listen to them when they have something to say.
To succeed in your job as the CEO, you must be willing to trust your people to do their jobs. Make sure you have the right people in the proper roles, then give them the space to support the greater good of the company. People who learn and improve from mistakes are in the right jobs; people who don’t need to be reassigned or replaced.
For example, if someone criticizes you for being too inflexible, are you able to set aside any self-doubt about your ability to be a leader? And, at the same time, are you self-aware and self-confident enough to re-evaluate your strategies as needed?
Delegate tasks and authority as necessary, but don’t lose sight of how things are being done. Stay informed and involved so you can jump in and make adjustments or changes when needed. For instance, it’s not your job as CEO to design the company’s website, but you should remain aware enough about consumer preferences and your competition to guide changes and improvements.
For example, use your experience to recognize differences between written policy and practical ground rules; utilize connections who can give you insight into places you’re no longer closely connected to; and anticipate the attitudes and beliefs of lower-level employees about the business.
Maintain your curiosity about people as well. Ask them what their goals are, what they need, what excites or frustrates them, and so on. A good CEO must excel at “reading” people.
Stay abreast of trends and always think about your company’s place in the business world at large. How can you stay king of the hill? If you’re not, how can you knock the other guy out of the top spot?
