Wednesday, November 26, 2008

Who Deserves To Be CEO?

Is it the one who is afraid to rock the boat OR is it that “Christopher
Columbus” daring to discover new territories? Is it the one who milks
the organization OR the one who nurtures his/her company? Is it the
one who just holds on to his/her hat OR is it the “change master”?

Many might say there’s a striking difference between “theoretical”
leadership and “applied” leadership… as many times, what is written
is not what actually happens… and yes, many times, it’s true.
That is why I say, Leaders should be proactive NOT reactive…
Leaders should be creative NOT traditional… Leaders should be
“change masters” to anticipate and adapt to the volatility of business
while seeking to improve it's environment.

Therefore, since theory could vary from actuality… “more than” just
relevant experience, Leaders NEED imagination and character; for the
Only REAL difference between theory and actuality is the “percentage”
of CHANGE that A Leader can handle.

See, if most CEOs are just “figure heads” who are scared to touch the
“status quo”… if most are just “puppets” who can’t stand his/her own turf…
it’s no wonder why these crisis has been cyclic as they are simply afraid
to REALLY take charge.

Traditional CEOs would probably look at this fact with sneer…
as “skeptics” have one thing in common – “lack of courage”.

Remember, Harry Truman? "The buck stops here."

Yet, many companies are pitifully led and content with their class C “leaders”.

Something must be wrong. No wonder organizations are wanting in REAL
Talent… suffering turn-overs left and right… and just producing mundane

Realize that everything starts from the Top… it’s even the “law of gravity”.
As in building as well… if the “cornerstone” is weak, so would be the

Yet, how did they become CEO??

To be an admirable and dependable TOP honcho – you need FIRE.

Consider Rule Number 62 from “How To Become CEO” by Jeffrey J. Fox…

People who belong to the “should’ve club” are always saying, “I should’ve done
that”; “I could’ve done that”; or “I would’ve done that.” The “should’ve club” is full
of non doers, the risk averse. They never go for it. They are so afraid of losing,
they never plan to win.

The “should’ve club” is boring. The members never get cut or scratched. They
never miss a shot in the last second. There are no reprimands, and they make
no waves. There is not an Arnold Palmer or Chris Evert or Larry Bird in this club.

The “shouldn’t have club” is the place to be. This is the winners’ circle. Each
time you admonish yourself with “Gee, I shouldn’t have done that” there will be
ten other times when the results will prove you should have.

No guts, no glory.

See, “status quo” is simply “cowardice.” Yet this trend continues to affect
companies and society unchecked, why? Structured Thinking.

In the Holy Bible, we can see the ultimate example in JESUS… to which we
now relate it to organizational terms. Here, being the son of a carpenter (lack
of education or experience), the Pharisees (board or others with the power to
recruit) could not accept Him as the Messiah (CEO). They believe that the
Messiah should come from their “known line” (traditional hiring process or one
of them) of kings… without regard to the miracles (ability, etc.) he has done.
So, what did they do? They crucified (ship out or ignore) Him…
ONLY to repent (benefited by another) in the end.

Haven’t we learned?? People like these are bound to Succeed.
If we let cowardice, pride or envy govern us… we will just keep on with
mediocrity. There is just so much to accomplish... and there's no perfect
time but now.

"Perhaps the biggest responsibility of any corporation is to own up
when it makes a mistake."
- Lee Iacocca

An “Achiever” could already be amongst you yet you Never noticed. But if
we continue to live with this conventionality… “robots” would soon take over.
Funny? It’s your choice.

The Age of Knowledge is at hand… but are you “ready” to move forward?

“Your legacy should be that you made it better than it was
when you got it."
- Lee Iacocca

The Deserving CEO has his/her own Mind.

Monday, November 17, 2008

The Executive Search...

If you are an A-1 Recruiter, do you "really" know how to spot Leaders?

Many "headhunters" would probably again refer to the traditional
résumé to carefully search their probable candidates for Executive
Posts thereby bypassing what could be the "biggest" catch of their

Let's take the search for a CEO from an "Achiever's" angle...
First, what does a CEO do anyway? Next, what makes you think
that the
résumé really reflects what a company REALLY needs?
Finally, what could be the indicator of a Future, Successful CEO?

One of the primary responsibilities of a CEO is to increase shareholder
wealth which for now is the area that we will focus for the first question.

Next question, it's "traditionally" his/her last or present job (then
track record) "that makes one think" of the prospect's suitability for
the position. Yet for whatever position it maybe, when a prospect
shows up or when you find one... THINK of the
résumé as JUST a
Reference of One's interest AND NOT ability
. Remember, s/he could
be in transition or simply wants continuation. Hence, it is Important to
LISTEN... and NOT be "judgmental" OR you could miss out on
"Gold Mine".

Take note, a person would not be signifying interest for a position
that s/he believes s/he is not yet capable of handling... otherwise, s/he
would just make a fool out of himself/herself. Thus, pay attention to
his/her "guts".

Consider these words of wisdom on "Ability" by Henry Ford himself:
"If you think you can or think you can't you're probably right."

For that, Practice EMPATHIC LISTENING in your searches.

For the final question, let's take Lee Iacocca as an example...
He began working as an Engineering trainee at the Ford Motor
Company in 1946; switched to sales; worked his way up to Assistant
Manager in Washington, D.C. in 1956; and in 1960 succeeded
Robert S. McNamara as Vice-President and General Manager. With
an intuitive flair for the wants of the buying public, Iacocca developed
the Mustang in 1964, which broke sales records. By 1970, Iacocca
had been named President of Ford.

While working with Ford Motor Company, Lee Iacocca demonstrated
a keen understanding of public tastes, which was reflected in his
development of several highly successful car designs.
In 1978, Iacocca became President and CEO of the financially
troubled Chrysler Corporation and within five years rebuilt the
company into a successful organization.

Understanding of customers. Imagination. Determination.
Leadership skills and attributes particularly "decisiveness".

Therefore, FOCUS on the 4 Main SUCCESS Attributes in your
SEARCH and you have spotted the NEXT "Lee Iacocca."

As a footnote...
"people who WANTS to succeed studies successful people."

Are you now ready to take on the Executive "Search" Challenge?

résumé is JUST a Reference of One's Interest AND NOT Ability.