When I was first appointed as a CEO, I regularly felt that I was not doing the right things, no matter how hard I tried. Over time, and several other jobs, I have learned that being busy "doing things" is not the best way for the CEO to invest time. There are some fundamental that worked for me, and probably can only be done by the CEO.
- Define reality - and I acknowledge the impact that Max De Pree and his approach to management has had on me in this - be clear about what your organisation can, and cannot, do. Make sure that everyone understands the purpose of the company. Establish the boundaries so that everyone has clarity about where for focus their attention. Be clear on your core businesses and which of them to grow.
- Define a meaningful outside - you will have many stakeholders so define the most important. Then ensure that everyone acts on that understanding.
- Always play the long game - balance now with the year after next. Don't close off options unnecessarily. Don't react too quickly and regret your decision later. Take time to develop a deep understanding of your industry or market. Step back so that you can see the present in the context of the future. What you do now should not jeopardise the future.
- Create a positive climate - be mindful of what others experience when working with you. This goes beyond defining values and standards to making certain you express them in all you do. You communicate even when you are not communicating! Your every move is watched.
- There are times when sacrifices have to be made...be prepared to do the dirty work because you are also a member of the team.
- Do not be over planned and under-delivered. Without outputs there can be no outcomes.
- Create the time and space to think. Build it into your schedule. In fact, try to have 50% of your diary clear at the start of each week - it will soon fill up - even if just because of bad habits.
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