DEMAND driven ECONOMICS

DEMAND driven ECONOMICS

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  • Amarendra Dhiraj
    Amarendra Dhiraj    Group moderator
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    CEO IS TO PERFORM- Excellence is never an accident
    Everyone acts on earth, all of the time. You act differently with a school chum, a boss, a competitor, a stranger, a friend. You behave differently when at a funeral, a wedding, at work, in a job interview, at the opera, or kayaking. Most people are wildly diverse creatures if you really look at their lives.

    “You have to be conscious about your behavior, because everyone else is.” says Carly Fiorina, CEO of Hewlett-Packard. The more you’re in the spotlight, the more you’re required to act. Obviously, the CEO is in the spotlight. And CEO Wannabes are in the spotlight too—or should be practicing for it. A smaller, less bright one but a spotlight nonetheless. So whether you are a CEO, or already on the “list,” or want to get onto the list, start incorporating the actions into your personal and professional life.

    Something intriguing to me is how often as the CEO I have to repeat myself. It’s inefficient but necessary. A CEO has to repeat himself to a lot of people. People interpret things differently unless they hear it from the CEO directly otherwise it doesn’t get heard in the same way. As highly paid as we are it sure is inefficient. It takes endurance. It becomes an athletic event,” says Jack O’Brien, CEO of Allmerica Financial. You can’t relax. As CEO, you are always on and you can’t show what you really feel. If you ignore this point, you are kidding yourself plus losing out on an opportunity. Don’t wait until you are a highly visible CEO to polish your theatrical ability. Work on it when you aren’t in the spotlight so you can make mistakes that no one sees.

    If the CEO is a visionary, he or she needs complimentary skills in the staff. For example, a visionary needs tactical doers around him or her. You cannot have visionary stacked upon visionary stacked upon visionary.

    • See change happening quickly.
    • Don’t relax about it.
    • See cause-and-effect relationships.
    • See how it all affects your personality.
    • Care more about your image then company image, because you are the one who has to present the company.
    • Then: Plan for the unexpected. You know, be yourself, unless you’re a jerk
    • Reduce complex situations to something simpler.
    • Come up with some ideas to deal with things, for now. Right or wrong doesn’t matter
    • Tell people what’s going to happen, when, and why. Give signs. Say something don’t care it will help to deal problem or not.
    • Be the change maker so others have to react to it versus you having to react. (Practically put—eliminate your stuff before someone else does.)
    • Accept the fact: Internally
    • Few people like to change involuntarily.

    “Leaders do not appear to be rushed even if time is critical” says Markus Schweig, Vice President of Microsoft.
    So i will suggest learn new tricks or/and innovate new one.If you don’t pay much attention to this today, tomorrow you’ll end up light years behind someone else who does. If you act the way you think things under circumstance personally or professionally. Sorry but will not make it to CEO; I guarantee it. You may be brilliant, but without the look we expect from a leader, you won’t get followership. It’s not fair; it’s just reality. (ref. D.A.B)

    MOD-EDIT: shifted to MARKET SQUARE
    This post was changed on 19 Feb 2007 at 02:50 pm by Michael Rajiv Shah .
    • 18 Dec 2006, 10:14 am