C E OROLE EXCELLENCE

BOARDROOM TWEET:what are the helping andhindering factor for a CEO

role excellence????

BOARDROOM TWEET:what are the helping andhindering factor for a CEO

role excellence????

9 important characteristicsof the work of the CEO

1. The CEO must serve as the key linking device between theorganization 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 their7. 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 theorganization 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 their7. 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 thechief executive’s job is superficiality.

• The prime occupational hazard of the chief executive’s job issuperficiality. Every pressure of his job drives him to be superficial.He is driven to overwork, to adapt at an unrelenting pace, tofragment his work, to be abrupt, to avoid relaxed, reflectiveactivities, to favor verbal communication over reading. Everypressure tells him to get it done quickly, to avoid getting deeplyinvolved. 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 easilydelegate responsibility for his tasks. To delegate, he must sendalong the necessary information, but because so much of hisinformation is in his memory, it takes much time to disseminate it.Hence, the top manager is often faced with the dilemma of doing ithimself and adding to his workload or of delegating the taskknowing it will be done by someone less informed.

• The prime occupational hazard of the chief executive’s job issuperficiality. Every pressure of his job drives him to be superficial.He is driven to overwork, to adapt at an unrelenting pace, tofragment his work, to be abrupt, to avoid relaxed, reflectiveactivities, to favor verbal communication over reading. Everypressure tells him to get it done quickly, to avoid getting deeplyinvolved. 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 easilydelegate responsibility for his tasks. To delegate, he must sendalong the necessary information, but because so much of hisinformation is in his memory, it takes much time to disseminate it.Hence, the top manager is often faced with the dilemma of doing ithimself and adding to his workload or of delegating the taskknowing it will be done by someone less informed.

•CEOSPEAK :Think ahead! Don’t let day-to-dayoperations drive out planning BUT never lookback unless you are planning to go that way

•

CEO THINKING CAP...

•CEOSPEAK :Think ahead! Don’t let day-to-dayoperations drive out planning BUT never lookback unless you are planning to go that way

•

FOCUS ON SIXFUNDAMENTAL 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 A T I N G T H E I N S P I R A T I O N

C H A R T 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 A T I N G I N A C 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 A T 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 A T I N G T H E I N S P I R A T I O N

C H A R T 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 A T I N G I N A C 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 A T I N G

•CEO THINKING CAP -Knowing others iswisdom, knowing yourself is EnlightenmentLEARN MORE ABOUT YOURSELF

CEO THINKING CAP...

•CEO THINKING CAP -Knowing others iswisdom, knowing yourself is EnlightenmentLEARN 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 availableto 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. Asleader, 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 considerableamount of time developing a network of high-status contacts in which information and favors are traded for mutual benefit. The chief executive joinsboards 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 isprivileged; theCEO alone receives it because of the contacts developed in the liaison role and because of the status in the leader role. In thedisseminator role the manager shares some of this privileged information with subordinates, and, in the spokesman role, informs outsiders about thefirm’s progress

• The last four roles describe the decision-making activities of the manager.As entrepreneur the manager takes responsibility for bringing aboutchange in the organization. The CEO looks for problems and opportunities, and initiates projects to deal with them. As disturbance handler, themanager must take charge when the organization faces a major disturbance or crisis—the loss of a key executive, a lawsuit, the destruction of afacility.

• 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 theCEO’s approval, for the CEO must take responsibility for it. Finally, as negotiator the manager takes charge whenever the firm must enter into crucialnegotiations with other parties. His/her presence is required because he/she has the information and the authority to make the “real-time” decisionsthat 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 availableto 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. Asleader, 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 considerableamount of time developing a network of high-status contacts in which information and favors are traded for mutual benefit. The chief executive joinsboards 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 isprivileged; theCEO alone receives it because of the contacts developed in the liaison role and because of the status in the leader role. In thedisseminator role the manager shares some of this privileged information with subordinates, and, in the spokesman role, informs outsiders about thefirm’s progress

• The last four roles describe the decision-making activities of the manager.As entrepreneur the manager takes responsibility for bringing aboutchange in the organization. The CEO looks for problems and opportunities, and initiates projects to deal with them. As disturbance handler, themanager must take charge when the organization faces a major disturbance or crisis—the loss of a key executive, a lawsuit, the destruction of afacility.

• 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 theCEO’s approval, for the CEO must take responsibility for it. Finally, as negotiator the manager takes charge whenever the firm must enter into crucialnegotiations with other parties. His/her presence is required because he/she has the information and the authority to make the “real-time” decisionsthat difficult negotiations require.

•Act as if what you do makes a DIFFERENCE...and find by the "Pygmalion Effect" it reallydoes become the difference

•

CEO THINKING CAP...

•Act as if what you do makes a DIFFERENCE...and find by the "Pygmalion Effect" it reallydoes become the difference

•

NINE QUESTIONS WHICHTEST ACEO’s LEADERSHIP WORTH

• At some time, everyone in an organization must take a leadership role if it is tobecome a world class, responsive and agile entity. In this light, how many of thefollowing 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 thecompany?5. Do I clearly understand the company vision and take the responsibility to keepmy understanding of the vision current as the conditions change?6. Am I clear and open in my dialogue with others, setting aside any hiddenagendas?7. Do I take leadership risks, holding myself responsible and accountable towardmeeting 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 leavea larger than life legacy...when I decide to leave

• At some time, everyone in an organization must take a leadership role if it is tobecome a world class, responsive and agile entity. In this light, how many of thefollowing 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 thecompany?5. Do I clearly understand the company vision and take the responsibility to keepmy understanding of the vision current as the conditions change?6. Am I clear and open in my dialogue with others, setting aside any hiddenagendas?7. Do I take leadership risks, holding myself responsible and accountable towardmeeting 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 leavea larger than life legacy...when I decide to leave

The top 10 questions every boardmust ask its CEO:

• 1. Are we in the right business and markets? What are the growth areas to investin 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 investin 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 mustask 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 planningprocess and aim for action orientation

• Nobel Laureate Bernard Shaw once wrote... that "every profession is aconspiracy on the layman..." simply said- the vast array of complexstrategy planning tools and confusing jargon only puts off themanagement 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 aconspiracy on the layman..." simply said- the vast array of complexstrategy planning tools and confusing jargon only puts off themanagement 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 CEOspends his time they would know which way

the company is heading

CEO THINKING CAP...

If the board of director knew how the CEOspends 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 PreferredPreferredTime %Time %

Actual TimeActual Time%%

StrategyStrategyMonitoringMonitoringPerformancePerformanceLeadershipLeadershipStake HoldersStake HoldersPeoplePeopleDevelopmentDevelopment

35351515

303010101010

10104545

151535350505

StrategyStrategyMonitoringMonitoringPerformancePerformanceLeadershipLeadershipStake HoldersStake HoldersPeoplePeopleDevelopmentDevelopment

35351515

303010101010

10104545

151535350505

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 theprocess:1. Ensures the Board is meeting its duty to effectively lead theorganization2. Ensures organizational goals are being met3. Ensures continued development of the Chief Executive to moreeffectively conduct his or her role4. Ensures a formal and documented evaluation process that meetsstandards of fairness and practicality5. Ensures the Chief Executive values his or her role, is benefiting from itand therefore is more likely to stay (finding good Chief Executives isincreasingly difficult)6. Leaves written record of the Board's impression of the Chief Executive'sperformance in case this record is needed for future verification, e.g., forsalary 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 theprocess:1. Ensures the Board is meeting its duty to effectively lead theorganization2. Ensures organizational goals are being met3. Ensures continued development of the Chief Executive to moreeffectively conduct his or her role4. Ensures a formal and documented evaluation process that meetsstandards of fairness and practicality5. Ensures the Chief Executive values his or her role, is benefiting from itand therefore is more likely to stay (finding good Chief Executives isincreasingly difficult)6. Leaves written record of the Board's impression of the Chief Executive'sperformance in case this record is needed for future verification, e.g., forsalary 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 MONTEIROHE 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 MONTEIROplease 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 MonteiroTELE : 91 22 9819843927

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