8/13/2019 Do You Have What It Takes to Be a CEO
1/2
Do You Have What It Takes To Be A CEO
Anyone can be a CEO. Although, not many of those will be gifted
enough to lead an army to anastounding triumph. Knowing the
difference in what it takes to be a CEO and what it takes to be
a CEO legend is the real question, isnt it
!he legendary CEO is often remembered as a "aliant huntsman who
fearlessly led his team and
their organi#ation through insurmountable terrain to
unimaginable heights of success that
consistently outperformed all players in the industry. $o much,
that industry best practicestandards were recorded, referenced, and
duplicated by aspiring scholars in search of their own
success in admirable awe of their predecessors.
!he generic packaging of CEOs including characteristics that
will come to most minds whenconsidering the role of the CEO. %or
e&le, most people would say that CEOs are born
leaders with the primal need to acquire power and achie"e
greatness.
!hey are, by nature e&tremely competiti"e which makes them
self moti"ated, self started and selfsacrificing. 'a"ing an innate
ability to handle high le"els of stress in high risk situations
where
e&treme consequences lie (ust beneath the surface of a
decision, they calmly lead onward withoutshowing fear.
An internal locust of control e&ists in all CEO potentials,
and belie"es that people create theirown success or failure by how
they percei"e the world. )eople are responsible for their own
destinies. 'owe"er, it takes much greater effort for a CEO to
become legendary.
!o ultimately achie"e a state of *+uan is the desired result, as
mentioned by the character -od!idwell played by Cuba ooding, /r. in
the film /erry 0cuire. 1n the film, -od tries to e&plain
to /erry what he wants and what makes him different than all the
other football players. -odshared with him that it was the *+uan,
meaning to ha"e it all2 lo"e, respect, community, andmoney, which
is the highest of high achie"ement.
$ynergy is the pre"alent affinity felt throughout the entire
organi#ation by all stakeholders for thecultural foundation and
"alues that ha"e been identified and set by the CEO then shared
with and
e&pected of his e&ecuti"e staff. !ogether, they lead the
organi#ation by e&le.
!he leadership team sets the e&pectations of employees by
sharing the strategic plan with themso they know directly how their
part contributes to the organi#ational goals. 3y doing so, they
achie"e ma&imum buy4in from front line employees as they are
then "ested. Employees want to
feel "alued.
A great CEO will make their employees feel appreciated.
5egendary CEOs are wild mustangs
out in front a herd of a"erage horses running across the prairie
grounds so hard and fast theirhoo"es barely touch the ground, led
by the firm belief that nothing can stop them from being
ma(estic and great6
