A CEO Only Does Three Things: Finding Your Focus in the C-Suite

Getting time horizons and levels right is a masterstroke of leadership. It requires you to complete two tasks: a position classification and a People inventory. To complete your position classification, take a long look at each position on your organizational chart. Ask yourself: “What is the ideal amount of time that a person in this position shou

“I like that we ______,” and “We always _________,” or “We are known for ________.” As each person shares, thank them for the idea and resist the urge to consolidate or combine ideas; let each submission live on its own for now. As with all brainstorming sessions, having a fixed time limit will yield better results. Set a timer and keep the feedbac

Watch how People handle personal transitions in your group. Are birthdays, work anniversaries, promotions, and milestones marked and celebrated with enthusiasm? Do your People show up to work on time and primed for productivity? Are deadlines met? Do your People socialize outside of work? Listen to the voice of your company. What phrases pop up mos

CEOs don’t hire People to fill jobs. CEOs recruit talent to grow the company. They understand that there is an inverse relationship between the control exerted by an executive and the proper functioning of a team. Control stifles creativity; creativity leads to growth and performance.

Just as it is more profitable to keep your current customers, it is also more profitable to keep your current employees.

To design the Culture that you want for your company, you must take inventory of the shared values of the group. What are those things that you and your team believe to be universally true? Those are the things that you care about most, the things that you seek in your lives. They are your values.

Taking all of this into account, ask yourself how well your organization manifests your values to the world each day. For each value, ask: “How confident am I that the whole team lives this value every day?” Assign a score between 0 percent and 100 percent.

Give your candidate forty-eight hours to prepare their offer. Remind them to include the five elements of compensation: wage (salary or hourly depending on the position), vacation time, bonuses (annual or quarterly only, always tied to completed goals, and not available to every position), education and training (budget for specific ways to grow an

In finalizing the compensation plan, make sure that you tender a position description and a compensation plan that fully details your expectations. When