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.
