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#ASAE14
CEO Success: Build and Maintain Your Personal
Strategic Leadership Plan
August 11, 20149:00 a.m.
hashtag: #asae14
#ASAE14
Content LeadersBarbara Byrd Keenan, FASAE, CAE
CEO, The Endocrine Society
Paul Pomerantz, FASAE, CAECEO, American Society of Anesthesiologists
Scott Wiley, FASAE, CAEPresident & CEO, Ohio Society of CPAs
Nancy Green, FASAE, CAE (Moderator) Executive Director, National Association for Gifted Children
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Words of Wisdom and Secrets of Success
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Advice from Barbara:Be clear about the association's match to your interests and the temperament of the members you will serve. The organization does not need to match your passions in life but you have to have a genuine liking for the members and their issues. Otherwise it is a job.
When considering opportunities, look beyond the role and project to what success in it would position you for in the future. Does it lead you to where you want to go?
Do consider how you make comprehensive life choices and not just evaluate a position.
To the extent feasible, and recognizing the serendipity of events, develop an intentional plan for your career.
When it doesn't work out and you don't get the job you want, focus positively on the learning from the experience so it can guide you on the next round.
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Advice from Nancy:
Whether you’re in a job search or not, think about your references. Develop a strong list with a variety of contacts, and keep it up to date.
Make choices that build your reputation in areas you care about—whether for you that means committee work, writing an article or a blog, commenting through social media, building a circle of fellow experts.
Don’t say yes to everything. Be selective.
Serve on other boards—get a variety of experiences.
Always take a recruiter’s call. Be helpful in making connections, even if the job is not for you.
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Advice from Nancy:
Be purposeful about learning and staying current in your role. Make consistent time for this.
Cultivate your “kitchen cabinet.” Keep communications open with key people in your life—a variety of voices who won’t just feed your own propaganda back to you. These are personal and professional colleagues.
Understand what drives you—your mission and motivation--and stay close to it. If you have sorted this through, you will know when the time to move is right!
Don’t just tell search committees what they want to hear. The interview process is a two-way street. If you’re not authentic until you get into the job, it could be a rude awakening!
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Advice from Paul:
Develop and cultivate your professional network. Include a diversity of folks from different types of organizations and professional backgrounds.
Develop relationships with professional recruiters. Become known as a reliable resource for industry knowledge and candidate leads.
Know your weaknesses as much as your strengths and seek strategies to mitigate.
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Advice from Scott:
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Know Your Role!
Were you hired to be a turn-around artist, growth architect, to keep something going or as a short-term bridge to the future? Figuring that out early is important. (Note: and depending on how well you do at that the role will likely change for you or someone else).
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Move Quickly to Begin Influencing & Establishing Culture
Absolutely, listening and learning are important. But make no doubt about it, the CEO is the single biggest influencer of organizational culture for a reason. Leverage your transition, on-boarding and early days to influence and establish the culture of the organization; the board chose you to lead
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Honest & Realtime Feedback Drives Talent Development & Organizational GrowthPeople and organizations suffer when ambiguity and avoidance get in the way of timely and candid feedback--whether it is positive, constructive or critical. Active coaching empowers people to develop new skills, achieve desired outcomes and for CEOs to assess talent more frequently than an annual review.
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Create A Sense of Urgency
In an ideal world, behavior should not depend on deadlines. Behavior should depend on our values, and a value of high performing people and organizations is a sense of urgency.
• Deadlines represent commitment• Deadlines enforce accountability• Deadlines create a sense of urgency
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It's Lonely for a Reason
• Duh! Being a CEO is at times (sometimes often) a lonely gig. No matter how many "networks" or "kitchen cabinets" you can turn to or "CEO only" list-serves you subscribe to, these jobs require and demand a great deal of introspection and time alone to make decisions. If you don't like yourself or would not follow your own lead...take stock and make a change.
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Contact usBarbara Byrd Keenan, FASAE, CAE
CEO
The Endocrine Society
202.971.3636
Nancy Green, FASAE, CAE
Executive Director
National Association for Gifted Children
202.785.4268
Paul Pomerantz, FASAE, CAE
CEO
American Society of Anesthesiologists – Headquarters Office
847.268.9235
Scott Wiley, CAE, FASAE
President & CEO
Ohio Society of CPAs
614.764.2727
