By Dick Cross
Looking towards the C-suite? Take heed. writer and serial CEO Dick go pulls again the curtain in this most sensible management position, explaining in his new publication that being a profitable chief, operating a company, and doing it terribly good is not a full-time task. In 60-Minute CEO: the quick tune to most sensible management, move makes the case that the only maximum determinant of commercial good fortune revolves round the activity on the best. move means that crucial, and infrequently neglected, responsibility for a CEO is considering find out how to increase his or her enterprise and the way to be a pace-setter. move additionally finds mediocre chief should be remodeled into an exemplary one just by refining key issues: pondering and personality. In Cross's trademark conversational type, he conveys why approach and execution, whereas vital, may still take a again seat to authenticity and accountability, and that the basic components of the CEO position may be entire in numerous 60-minute periods each week....
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Extra resources for 60-Minute CEO. Mastering Leadership an Hour at a Time
Understanding what people care about is now our most solid beachhead for building loyal customer relationships that also result in those people promoting us to their friends and others who think like they think. So here are some implications. First, I’d be quite surprised if your current customers don’t represent a wide range of patterns regarding what they care about most. That’s no problem; the diversity of your customer base and what they care about today are simply reflections of those interests you have captured, likely largely unintentionally, in the past.
Chapter 7 Your Big Picture on the Back of an Envelope Earlier, I made the point that half the Job at the Top is about thinking. And I hinted that it is seldom done well, or at least it’s not done as well as it should be, because thinking about the business in a big-picture way seems hard. Since there are other things to distract our attention, we tend to focus on the easier tasks that are seen by others as contributing more. The truth? Thinking, as a general practice, isn’t hard. It’s joyous. It just becomes hard when we have no guidelines or framework to follow, no familiar paths we trust.
And there is a learning curve. Thinking like a CEO is like starting a swimming regimen. At the outset, you can’t complete a lot of laps. Your stroke feels choppy, anything but fluid, and for a while you wonder if you’re getting anywhere. But, with persistence, your endurance, your commitment, and your joy build. Your stroke improves and becomes more natural. You start having brief moments when you feel the water rushing in your wake, effortlessly. Eventually, you reach a point where your swim time and the high it gives you are things that you have built into your life and that you depend upon for a healthy outlook, continued effectiveness, and personal growth.
60-Minute CEO. Mastering Leadership an Hour at a Time by Dick Cross