Mistakes made by CEO and Managers in an Organization
Lessons in Leadership
Are you a good CEO Or Manager ? You may think you're doing a Great Job Managing your Small Business or department, but how well are you really doing ?
Following are the most common mistakes that CEO Or Managers make and what to do instead.
Dumbest CEO Mistakes ever
1. Staffing.
Normally to save the small amount, CEOs hire and fire Non Performers.
A Poor hire blessed with CEO backing costs extra time, Complexity and money due to positional authority. No one wants to tell the CEO they made a bad Manager hire, and the CEO also has a vested interest in keeping the person far too long. There is a gamble, too, in hiring the right key employee at market value in the Era of Global Recession. Performers believe in Win / Win, Non Performers believe for them to win, Someone has to lose.
2. Accountability. “The buck stops here” thinking stops one floor too high if the elevator goes all the way up to the CEO suite. The buck logically stops one floor lower, where corrective action is yet possible. The CEO develops a strategic approach with key advisement; senior staff is then responsible for the execution of a board-approved plan. The best minds have reviewed and signed off on the goals, with checkpoints and balances built in. The CEO owns the check-points and determines the appropriate action to take if goals are not being met according to defined deadlines. Sometimes heads should roll and sometimes the board needs to know about, and rethink, an unexpected flux in market conditions. The CEO should know one from the other and be able to lead with a corrective action plan.
3. Big Picture Thinking. It’s easy and engaging to become mired in day-to-day Administrative details or tasks. To instead champion goals, a CEO must Master the art of deliberate, wise delegation, and the art of listening to pertinent feedback. Finger-snap decision-making, an essential skill for a middle manager and likely the very ability that propelled the CEO up the corporate ladder, is now a detriment to executive team building. A shared vision, which requires constant communication about the big picture, keeps goals in focus.
4. Change. Imagine a sinking ship with the words “Because we’ve always done it that way,” painted on its side. Get the picture? A CEO must be embracing of change – of both personal development and company metamorphism – because the status quo often times is the challenge to a company’s success rather than the organization’s safety net.
5. Over Expectation from non performer team members. Ego Most people are so stuck in their Egos that everything revolves around Me, Me, and more of Me.
But if you want to be rich in the Truest sense of the word, it can’t only be about You. It has to include adding value to other people’s lives. The self, especially as distinct from the world and other selves. In psychoanalysis, the division of the psyche that is conscious, most immediately controls thought and behavior, and is most in touch with external reality. An exaggerated sense of self-importance; conceit. Appropriate pride in oneself; self-esteem.
Follow to Look 4 More Stuff
https://www.smashwords.com/books/view/350592
Coming Soon ……
By AeroSoft Corp
Rating: Not yet rated.
Published: Aug. 23, 2013
Words: 14,510 (approximate)
Language: English
ISBN: 9781301432448
By
Shekhar Gupta
Surbhi Maheshwari (Read more)
Lessons in Leadership
Are you a good CEO Or Manager ? You may think you're doing a Great Job Managing your Small Business or department, but how well are you really doing ?
Following are the most common mistakes that CEO Or Managers make and what to do instead.
Dumbest CEO Mistakes ever
1. Staffing.
Normally to save the small amount, CEOs hire and fire Non Performers.
A Poor hire blessed with CEO backing costs extra time, Complexity and money due to positional authority. No one wants to tell the CEO they made a bad Manager hire, and the CEO also has a vested interest in keeping the person far too long. There is a gamble, too, in hiring the right key employee at market value in the Era of Global Recession. Performers believe in Win / Win, Non Performers believe for them to win, Someone has to lose.
2. Accountability. “The buck stops here” thinking stops one floor too high if the elevator goes all the way up to the CEO suite. The buck logically stops one floor lower, where corrective action is yet possible. The CEO develops a strategic approach with key advisement; senior staff is then responsible for the execution of a board-approved plan. The best minds have reviewed and signed off on the goals, with checkpoints and balances built in. The CEO owns the check-points and determines the appropriate action to take if goals are not being met according to defined deadlines. Sometimes heads should roll and sometimes the board needs to know about, and rethink, an unexpected flux in market conditions. The CEO should know one from the other and be able to lead with a corrective action plan.
3. Big Picture Thinking. It’s easy and engaging to become mired in day-to-day Administrative details or tasks. To instead champion goals, a CEO must Master the art of deliberate, wise delegation, and the art of listening to pertinent feedback. Finger-snap decision-making, an essential skill for a middle manager and likely the very ability that propelled the CEO up the corporate ladder, is now a detriment to executive team building. A shared vision, which requires constant communication about the big picture, keeps goals in focus.
4. Change. Imagine a sinking ship with the words “Because we’ve always done it that way,” painted on its side. Get the picture? A CEO must be embracing of change – of both personal development and company metamorphism – because the status quo often times is the challenge to a company’s success rather than the organization’s safety net.
5. Over Expectation from non performer team members. Ego Most people are so stuck in their Egos that everything revolves around Me, Me, and more of Me.
But if you want to be rich in the Truest sense of the word, it can’t only be about You. It has to include adding value to other people’s lives. The self, especially as distinct from the world and other selves. In psychoanalysis, the division of the psyche that is conscious, most immediately controls thought and behavior, and is most in touch with external reality. An exaggerated sense of self-importance; conceit. Appropriate pride in oneself; self-esteem.
Follow to Look 4 More Stuff
https://www.smashwords.com/books/view/350592
Coming Soon ……
P - PRODUCTIVITY S - SPEED R - RELEVANCY
Rating: Not yet rated.
Published: Aug. 23, 2013
Words: 14,510 (approximate)
Language: English
ISBN: 9781301432448
SHORT DESCRIPTION
How to Take Off Your Professional Career from an Average to Exceptional with the Hidden PSR in You. A Book By working CEO and Manager with Day to day and live Examples How to Fight with Global Recession. By Shekhar Gupta Surbhi MaheshwariEXTENDED DESCRIPTION
How to Take Off Your Professional Career from an Average to Exceptional with the Hidden PSR in You. A Book By working CEO and Manager with Day to day and live Examples How to Fight with Global Recession.By
Shekhar Gupta
Surbhi Maheshwari (Read more)
No comments:
Post a Comment