As a new CEO you might be wondering how to take advantage of Facebook, Twitter and so many other social media tools. The best thing you can do is not think of these tools as a broadcast medium. Here is a link to a post that does a better job of explaining Social Engagement Optimization.
You’re not a Leader
Posted by Jim Crocker on November 22, 2009
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You’re not a leader if you don’t have any followers.
Do you get that?
They can give you every title in the book – CEO, COO, CFO, Chief Cook and Bottle Washer – it DOESN’T MATTER. If the people you’re supposed to be leading think you’re a dick – you’re not they’re leader.
You’re their whipping boy.
You see, this isn’t about you.
This is about them.
This is about them trusting you. Them respecting you. Them looking up to you.
This is about them feeling like you listen. Them feeling like you care. Them feeling like you think they are capable. And smart.
Important.
And human.
This is about them thinking you are good at your job. Them seeing you take your role as seriously as they take theirs. Them knowing you care about the organization.
Not just about yourself.
So.
Dude!
You need to change.
Drop the ego and stop talking.
Stop being so f’ing smart.
Start learning. Start listening.
Start being nice.
Go for a beer. A lunch. Grab a coffee.
Ask about the kids. The gym. The vacation.
And start doing your job. Otherwise. You’re not their leader.
Effective Planning
Posted by Jim Crocker on February 1, 2009
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Jim Crocker, CEO of Boardroom Metrics has posted a YouTube video on tips for running an effective planning process.
Having watched many clients waste time and resources on planning that goes nowhere, Crocker’s tips are (once again) simple:
- start early – planning for 2009 in February is a little late!
- make planning a priority – there will always be more important things to focus on for the company that isn’t really committed to planning
- planning is lead by senior management – the CEO in particular should have a clear perspective on what needs to be accomplished in the upcoming year and the key strategies for getting there – engaging the rest of the organization in the process is important but simply tossing planning to others in the organization never works
- planning and budgeting are inextricably linked – which sounds obvious but gets overlooked – budgets should reflect the allocation of resources necessary to execute the planning priorities – if they don’t, then the plan priorities are just imaginary ideas for making something happen
- follow-up to make sure the plan is working – too many organizations spend resources on planning then NEVER revisit the plan to measure accomplishments or check direction – which makes planning pretty much a complete waste of time
For people and organizations used to organized, well run planning processes, Crocker’s tips must seem overly simplistic. Unfortunately, they reflect reality – based on Crocker’s experience more companies fail at effective planning than succeed – usually because the simple approach required to execute properly is overlooked.
The video is posted here.
The Boardroom Metrics blog is here.
Managing a Business in Tough Times
Posted by Jim Crocker on January 8, 2009
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Another video by Jim Crocker of Boardroom Metrics on YouTube. This one titled CEO Tips for Managing in Tough Times.
Crocker has picked up on a theme that is everywhere right now. His spin is to simplify by focusing on four key things:
- core business
- core customers
- core suppliers
- core employees
He also points out that focus isn’t just a best practice for managing a business in tough times, it’s a best practice all the time.
Role of the Chief Executive Officer CEO
Posted by Jim Crocker on January 7, 2009
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Jim Crocker, CEO of Boardroom Metrics has started posting some helpful insight on management and leadership on YouTube. His first post on this topic is describes the 5 key elements of the role of the CEO. According to Crocker, they are:
- defining the vision for the organization
- assembling (and leading, managing) the management team
- leading the planning process
- monitoring progress and reporting to stakeholders
- articulating the vision to employees, customer, suppliers and investors to engage them in the success of the business.
Obviously, Crocker is simplifying for affect and brevity – the role seems much more complicated than that – but when you think about it, if more CEO’s stuck to what he’s suggesting, they might do a better job.