Executive Tools
- Executive Summary
- Self Assessment Checklist
Expert Practices Articles
- CEO Skills: Three High-Leverage Points
- The Organized Executive
- The CEO as Coach
- The Art of Coaching
- Understanding Organizational Change
- Pulse Points for Organizational Change
- Managing Resistance to Change
Tools & Analysis
- CEO Report Card
- The Top 10 Characteristics of the Organized Executive
- Organizational Evaluation Tool
- Assessing Major Change
- Self Assessment Checklist
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the Entire Best Practice Module: CEO Skills Development
CEO Skills: Three High-Leverage Points
Some of these wide-ranging skills have far greater impact on your
ability to lead your organization than others. As we move increasingly
into an information/knowledge/service-based economy, the skills
that seem to give CEOs the most leverage focus on managing people
rather than the "hard asset" side of the business. Of
course, you still have to know how to read a balance sheet, control
inventories and things like that. But as technology continues to
level the playing field, the only way left to gain a competitive
advantage is with your people. In such a world, your people management
skills -- at the individual and group levels -- will increasingly
determine your organization's long-term success.
A primer on all the various people management skills could easily
consume terabytes of hard disk space. To keep this best practices
module manageable and to provide immediate take-home value, we decided
to focus on three specific skills:
- Time management/personal organization
- Coaching
- Change management
Why did we select these three? Each skill is designed to bring
out the very best in people. Time management starts at the personal
level (you), coaching relates to managing people at the individual
level, and change management looks at the organization as a whole.
By developing your skills in these critical areas, you empower your
people (and yourself) to bring out the best they have so that your
organization reaches its full potential.
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the Entire Best Practice Module: CEO Skills Development
The Organized Executive
According to Vistage Speaker Bruce Breier, successful executives
manage four key areas of organization -- time, information, projects
and people. When they do, they experience the "four C's"
of personal organization: confidence, clarity, comfort and cohesion.
To manage time, Breier recommends a disciplined process of daily
planning that consists of five basic steps:
- Allocate time each day to recap the day and plan for tomorrow.
- Make it quality time by using a checklist agenda.
- Recap the day.
- Process all new paper, voice and e-mail messages.
- Plan tomorrow.
To manage information:
- Use an L-shaped desk with a credenza behind you. Four trays
go on the credenza. Three hold (in order) documents to work on
during the day, documents pertaining to projects in progress and
pending items. The fourth serves as your outbox. Your desk should
be clear of everything except the documents you are currently
working on.
- Use a "43" file system to manage recurring paper --
the documents you need to see again, but not today. The term "43"
comes from having a separate file for each day of the month (31)
and each month of the year (12).
- Use a labeled filing system (in a stand-alone file cabinet)
to hold non-recurring documents that you need to see again but
only when the situation calls for it.
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the Entire Best Practice Module: CEO Skills Development
The CEO as Coach
The benefits of coaching include:
- Improved retention
- Better performance accountability
- Succession planning
- Truth-telling
- Reinforced culture
- Reduced employee conflict
Coaching leads to many positive outcomes at the individual and
organizational levels. For individual employees, coaching:
- Leads to breakthroughs on personal bottlenecks that limit performance
- Brings performance to its highest capacity
- Helps employees understand the intersection between themselves
and their jobs
- Creates enormous gains in emotional intelligence and effectiveness
in people's entire interpersonal domain.
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the Entire Best Practice Module: CEO Skills Development
The Art of Coaching
Mura's method of coaching, called the "Coaching Conversation©,"
consists of five distinct steps.
- Establish goals.
- Promote discovery.
- Determine a course of action.
- Authorize and empower.
- Recap.
Putting this process to work requires the following skills:
- Contextual listening -- listening beyond the words and paying
close attention to tone of voice, body language and other nonverbal
communication
- Discovery questioning -- asking open-ended questions that come
from a non-expert position
- Truth-telling -- laying reality out on the table for the coach
and the "client" to see
- Gap bridging -- clarifying where the client is and where they
need to go, then identifying what they need to do to close the
gap between the two
- Celebrating -- affirming and celebrating the client's accomplishments
as you move through the process
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the Entire Best Practice Module: CEO Skills Development
Understanding Organization Change
Major organizational change occurs in three distinct phases: endings,
the neutral zone and beginnings. Managing change during each phase
requires different techniques to minimize resistance and keep people
focused on the desired future state.
Endings
- Acknowledge what people are losing.
- When possible, compensate people for their losses.
- Provide plenty of information about the change and why it is
needed.
- Identify what is over and what isn't.
- Treat the past with respect.
- Set limits.
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the Entire Best Practice Module: CEO Skills Development
Managing Resistance to Change
Resistance is a normal part of the change process. The keys to
managing it, say Poling and Daniels, are knowing what to expect,
identifying the various kinds of resistance and putting plans into
place to deal with them. People resist change for many reasons,
including:
- Not involved in planning the change
- Personal disruption
- Don't understand the benefits
- Disagree with the change
- Fear of the unknown
Poling identifies three specific types of resistance as the primary
culprits in torpedoing change initiatives:
- Dependency. Dependent employees won't take the initiative, they
blame others and they refuse to take responsibility for their
performance. They expect management to solve all their problems.
- Counter-dependency. Counter-dependent employees refuse to follow
rules and procedures even when they make sense for everyone involved.
- Fear. When people get scared, they resist.
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the Entire Best Practice Module: CEO Skills Development
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