First, the CEO must learn to manage organizational context rather than focus on daily operations. Providing leadership in this way-and not diving into the details-can be a jarring transition. One CEO said that he initially felt like the company's «most useless executive,» despite the power inherent in the job. The CEO needs to learn how to act in indirect ways-setting and communicating strategy, putting sound processes in place, selecting and mentoring key people-to create the conditions that will help others make the right choices. At the same time, he must set the tone and define the organization's culture and values through his words and actions-in other words, demonstrate how employees should behave.
Second, he must recognize that his position does not confer the right to lead, nor does it guarantee the organization's loyalty. He must perpetually earn and maintain the moral mandate to lead. CEOs can easily lose their legitimacy if their vision is unconvincing, if their actions are inconsistent with the values they espouse, or if their self-interest appears to trump the welfare of the organization. They must realize that success ultimately depends on their ability to enlist the voluntary commitment rather than the forced obedience of others. While mastering the conventional tools of management may have won the CEO his job, these tools alone will not keep him there.
Finally, the CEO must not get totally absorbed in the role. Even if others think he is omnipotent, he is still only human. Failing to recognize this will lead to arrogance, exhaustion, and a shortened tenure. Only by maintaining a personal balance and staying grounded can the CEO achieve the perspective required to make decisions in the interest of the company and its long-term prosperity.
Se More at: Marketing Video