Given the enormous range of functions that CEOs of large organizations have to fulfill through the exercise of indirect and direct influence, CEOs have to decide how to best allocate their personal time and presence. At first blush, this seems straightforward. After all, the CEO is in charge and can do whatever he or she wants. In practice, however, everyone wants the CEO's time and attention, whether it is people inside the organization or outside. Most recognize that the CEO can't possibly meet all these demands for his or her presence.
Thus, where and how the CEO chooses to be present or get personally involved is a very important signal that accents his or her priorities and interests. CEOs need to be conscious, mindful and strategic about how they use their presence. Presence is not just about how the CEO allocates time across various activities and constituencies. It is the nature and quality of involvement the CEO brings to each occasion. CEOs must use their presence to decide, and even more importantly, to amplify the indirect levers they want to shape — by communicating, clarifying , educating and reinforcing how people inside and outside relate to the organization.
Communication
To accomplish their agenda, CEOs have to communicate it relentlessly. The CEO's agenda and related message (whether it be about the goals, the strategy, the execution priorities or the organization’s values) need to be communicated and understood as broadly as possible inside and, as appropriate, outside the organization. An effective CEO uses his or her presence ubiquitously to actively communicate and shape how all constituencies think about the organization. Communication helps the CEO frame issues for others, define what's important and relevant, and more generally direct the attention of the organization.
Communication also has the power to shape the language or discursive practices in the firm. There is always a possibility the CEO's message may be not be transmitted with high fidelity — it may be distorted, amplified, revised or modified. The same message may also be heard differently depending on the perspective and biases of the listener.
Information Gathering
The other side of communication is listening and gathering information. Given the paucity of reliable information available to them and the necessity of having good information to make sound judgments , CEOs make the gathering of information, like communication, a constant personal task. They are constantly asking questions that help them get a better sense of how their business is doing. Information gathered through field visits, open forums with employees, customer visits, industry groups, outside consultants and board members — for that matter, any credible source — is prized and valued.
Bottom line is, it would be simple task to have everyone in fold when you are small; however as the size grows; one need to adopt to different gear and start adopting new ways.
Who said its easy to be a CEO?
Thus, where and how the CEO chooses to be present or get personally involved is a very important signal that accents his or her priorities and interests. CEOs need to be conscious, mindful and strategic about how they use their presence. Presence is not just about how the CEO allocates time across various activities and constituencies. It is the nature and quality of involvement the CEO brings to each occasion. CEOs must use their presence to decide, and even more importantly, to amplify the indirect levers they want to shape — by communicating, clarifying , educating and reinforcing how people inside and outside relate to the organization.
Communication
To accomplish their agenda, CEOs have to communicate it relentlessly. The CEO's agenda and related message (whether it be about the goals, the strategy, the execution priorities or the organization’s values) need to be communicated and understood as broadly as possible inside and, as appropriate, outside the organization. An effective CEO uses his or her presence ubiquitously to actively communicate and shape how all constituencies think about the organization. Communication helps the CEO frame issues for others, define what's important and relevant, and more generally direct the attention of the organization.
Communication also has the power to shape the language or discursive practices in the firm. There is always a possibility the CEO's message may be not be transmitted with high fidelity — it may be distorted, amplified, revised or modified. The same message may also be heard differently depending on the perspective and biases of the listener.
Information Gathering
The other side of communication is listening and gathering information. Given the paucity of reliable information available to them and the necessity of having good information to make sound judgments , CEOs make the gathering of information, like communication, a constant personal task. They are constantly asking questions that help them get a better sense of how their business is doing. Information gathered through field visits, open forums with employees, customer visits, industry groups, outside consultants and board members — for that matter, any credible source — is prized and valued.
Bottom line is, it would be simple task to have everyone in fold when you are small; however as the size grows; one need to adopt to different gear and start adopting new ways.
Who said its easy to be a CEO?
