By Dick Cross
Looking towards the C-suite? Take heed. writer and serial CEO Dick go pulls again the curtain in this best management position, explaining in his new booklet that being a profitable chief, working a company, and doing it terribly good isn't really a full-time task. In 60-Minute CEO: the short music to most sensible management, go makes the case that the one maximum determinant of commercial luck revolves round the activity on the best. pass means that crucial, and sometimes neglected, responsibility for a CEO is considering how one can enhance his or her company and the way to be a pacesetter. move additionally finds mediocre chief will be reworked into an exemplary one just by refining key issues: considering and personality. In Cross's trademark conversational sort, he conveys why approach and execution, whereas very important, may still take a again seat to authenticity and accountability, and that the basic parts of the CEO function will be complete in numerous 60-minute periods each week....
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Additional info for 60-Minute CEO. Mastering Leadership an Hour at a Time
II. Title: Sixty minute CEO. 4'2—dc23 2014003387 To loves of my life…. my bride and our daughters, Jenny, Kate and Hannah Contents Acknowledgments Prepare the Cabin for Takeoff Chapter 1 Unmasking the Myth Chapter 2 Softening Up the Beachhead Chapter 3 The Big Idea Chapter 4 60 Minutes … Really? Climbing Through 10,000 Feet Chapter 5 Thinking … About What? Chapter 6 Chameleon at the Top Chapter 7 Your Big Picture on the Back of an Envelope Chapter 8 What Your Customers Want … Right Now! Chapter 9 It’s Not Your Products Anymore Chapter 10 Mission-Driven Business Chapter 11 Establishing Loyalty Chapter 12 Revelation: The Answers Aren’t in the Numbers Chapter 13 The Magic of Renewal Chapter 14 Kill Your Culture Chapter 15 Eastern Versus Western Medicine for Business Chapter 16 Activity Beats Execution Chapter 17 Your Goggles for Greatness Chapter 18 Strategy and Execution Chapter 19 The Team Trap Chapter 20 To Tweet or Not to Tweet Chapter 21 Bad Goals Chapter 22 Continuous Turnaround The Captain Has Turned Off the Seatbelt Sign Chapter 23 Accelerant for Your Thinking Chapter 24 Authenticity Chapter 25 Leadership Is an “Inside Job” Chapter 26 Humility Not Hubris Chapter 27 Moments of Truth Chapter 28 Thermonuclear Influence Chapter 29 Flip the Pyramid Chapter 30 The Last to Know Chapter 31 Volunteers Versus Employees Chapter 32 Duty Versus Responsibility Chapter 33 Go for Broke Chapter 34 Your Uber Weapon—Emulation!
Nor do they need to, if their efforts are consistent and intensely concentrated. Being a great CEO is just like that. If you start with twenty minutes, three days a week, of focused concentration on the big picture of your business and on the character you transmit, you’ll eventually build up to an hour. Along the way, you’ll find yourself more energized and you’ll know that you’re doing better in your job. Once you reach your plateau, you’ll begin seeing things you’ve never seen before. You’ll put previously independent insights together to create new depths of understanding about what makes your company tick, and about how to make it tick faster and louder.
Why? Am I still getting as much positive press as I used to get? Am I attracting a growing number of new customers? Are people asking my advice? Are people talking about my business? Am I number one in my market for what I do? Am I as confident and proud when I’m talking about my business as I used to be? Why do people continue to do business with me … is it any different from before? Have any customers stopped? Why? No one else in the organization has the responsibility for consolidating this kind of thinking into an overarching picture of the current health of your business.