Being CEO doesn’t happen overnight. While we might know a lot of stories about successful CEOs who might seem to the role naturally be born to, the truth is CEOs are not born, they are made.
CEOs work their way through the ranks and rise to the top thanks to a combination of hard work, perseverance, and traits and qualities that make him or her a top-notch business leader. Read the steps below to learn about the path to becoming a CEO, and the steps CEOs take to stay successful:
The 3 Core Principles:
- Supporting the learning of others.
- Proactivity and taking responsibility for your learning.
- Implementing in your business what you have learned.
7 Key Behaviors For Execution:
1. Know Your Business And Your People
Leaders have to live their businesses. In companies that don’t execute, the leaders are usually out of touch with day-to-day realities. The bulk of information that reaches them is filtered — presented by direct reports with their own perceptions and agendas. Hence is important for leaders to prioritize what is on top of their agenda and define what is expected from his/her people.
2. Insist On Realism
Many organizations are full of people who try to avoid or shake reality, because it is uncomfortable, or too revealing of mistakes made. Yet, realism is the heart of execution, and must be made a priority in every organization.
3. Set Clear Goals And Priorities
Leaders who execute focus on a very few clear priorities, for a number of reasons:
1) focusing on fewer (three to four) priorities will produce the best results from the resources at hand; and
2) people in contemporary organizations need a small number of clear priorities to execute well.
4. Follow Through
Simple goals don’t mean much if nobody takes them seriously. The failure to follow through is widespread in business, and a major cause of poor execution. How many meetings have you attended where people left without firm conclusions about who would do what and when? Everybody may have agreed the idea was good, but since nobody was named accountable for results, it doesn’t get done.
• Ensure the involvement of all people that have to be but only the people that have to be
• Have a follow up system (not only a computerized system but a system for yourself)
• Determine a balanced follow up frequency
5. Reward The Doers
If you want people to produce specific results, you reward them accordingly. This fact seems so obvious that it shouldn’t need saying. Yet many corporations do such a poor job of linking rewards to performance that there’s little correlation at all.
Keep it Simple: Measure • Reward • Promote
6. Expand People’s Capabilities
Through Coaching As a leader, you’ve acquired a lot of knowledge and experience—even wisdom—along the way. One of the most important parts of your job is passing it on to the next generation of leaders. This is how you expand the capabilities of everyone else in your organization, individually and collectively. It’s how you will get results today and leave a legacy that you can take pride in when you move on.
7. Know Yourself
AUTHENTICITY: A psychological term, authenticity meanspretty much what you might guess: you’re real, not a fake. Your outer person is the same as your inner person, not a mask you put on. Who you are is the same as what you do and say. Only authenticity builds trust, because sooner or later people spot the fakers. Know thyself—it’s advice as old as the hills, and it’s the core of authenticity. When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings.