10166564 Becoming a CEO

8/6/2019 10166564 Becoming a CEO

http://slidepdf.com/reader/full/10166564-becoming-a-ceo 1/44

Welcome to the worldwideWelcome to the worldwiderecognized AIESEC MBA!recognized AIESEC MBA!

8/6/2019 10166564 Becoming a CEO


Courses

Becoming a CEO

Prof. Lopez and Kovács

The external MCP

Prof. Ran and Dhingra

The Yin and Yang of sustainability

Prof. Ciolpan and Garelik

Leading transition and teamdays

Prof. Khaletskaya and Ciolpan

8/6/2019 10166564 Becoming a CEO


Requirements of graduation

Proactivity and taking responsibility

for your learning

Supporting the learning of others

Implementing in your business

what you have learned

8/6/2019 10166564 Becoming a CEO


What we offer...

� High quality, practical learning

� Insight into running business operations

� A neww perspective on being MCP

Prestigious ,,AIESEC MBA´ diploma at the end!

8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


IDEA

PL AN

EXECUTION

8/6/2019 10166564 Becoming a CEO


CHIEF

EXECUTIVE

OFFICER

8/6/2019 10166564 Becoming a CEO


,,E very truly great leader has an instinct for execution, but that instinct is not typically cultivated

in the selection, training and development of

leaders. A high proportion of those who actually rise

to the top of an organization make their mark ashigh-level thinkers, uninterested and (as a result)

uninvolved in the ³how´ of getting things done.

Many do not realize what needs to be done to

convert a vision into specific tasks. ³

8/6/2019 10166564 Becoming a CEO


Becoming a CEO course

� 7 key behaviours with exercises

� Leadership and management experience of

Prof. Lopez

8/6/2019 10166564 Becoming a CEO


7 key behaviours

for execution

8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


1. Know1. Know your people and your businessyour people and your business

� Leaders have to live their businesses. In

companies that don¶t execute, the leaders are

usually out of touch with day-to-day realities.

The bulk of information that reaches them isfiltered ² presented by direct reports with their

own perceptions and agendas.

8/6/2019 10166564 Becoming a CEO


1. Know1. Know your people and your businessyour people and your business

� List your 10 key stakeholders as MCP!

� Select the top 3 most important to you!

� Prioritize them!

� Define what each of them expects from you! (3-5

key points)

8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


2.2. InsistInsist on realismon realism

� Many organizations are full of people who try to

avoid or shake reality, because it is

uncomfortable, or too revealing of mistakes

made. Yet, realism is the heart of execution, andmust be made a priority in every organization.

8/6/2019 10166564 Becoming a CEO


2.2. InsistInsist on realismon realism

� Orsika¶s story

8/6/2019 10166564 Becoming a CEO


2. Insist2. Insist on realismon realism

� Assumptions VS. Reality

ASS U ME

� What are your 3 key assumptions about your

country?

� How grounded are they?

8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


3. Set3. Set clear goals and prioritiesclear goals and priorities

� Leaders who execute focus on a very few clear

priorities, for a number of reasons: 1) focusing

on fewer (three to four) priorities will produce the

best results from the resources at hand; and 2)people in contemporary organizations need a

small number of clear priorities to execute well.

8/6/2019 10166564 Becoming a CEO


3. Set3. Set clear goals and prioritiesclear goals and priorities

� Look at the structure of your team!

� List the 3 key goals that measures the success

of each of your MCVPs!

± At the end of their term, how do you and they know if

they were successful?

± How would you track it?

8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


4.4. FollowFollow troughtrough

Clear, simple goals don¶t mean much if nobody

takes them seriously. The failure to follow through

is widespread in business, and a major cause of

poor execution.How many meetings have you attended where

people left without firm conclusions about who

would do what and when?

Everybody may have agreed the idea was good,but since nobody was named accountable for

results, it doesn¶t get done.

8/6/2019 10166564 Becoming a CEO


A high-tech company was hit hard by the recession of

2001, suffering a 20 percent decline in revenue. The CEOwas reviewing the revised operating plan for one of his most

important divisions.

He congratulated the division president on how well he

and his people had reduced its cost structure, but notedthat the business would still fall short of its target for return on

investment and he offered a possible solution.

He¶d recently learned about the importance of velocity,

and suggested that the division could make real gains by

working with its suppliers to increase inventory turnover.

8/6/2019 10166564 Becoming a CEO


³What do you think you can do?´ he asked the

purchasing manager.

The manager replied that with some engineering help,

he thought he could make substantial improvements. ³I¶d

need twenty engineers,´ the manager added.

The CEO turned to the engineering vice presidentand asked him if he would assign the engineers to the task.

The vice president hemmed and hawed for half a minute.

Then he said, in chilly tones, ³Engineers don¶t want to

work for purchasing.´

8/6/2019 10166564 Becoming a CEO


The CEO looked at the vice president for several

moments. Finally he said: ³I am sure you will transfer twenty engineers to purchasing on Monday.´

Then he walked toward the door, turned, and looked at

the purchasing executive, and said: ³I want you to set up a

monthly videoconference with yourself, engineering, theCFO, and me and the manufacturing manager to review

the progress of this important effort.´

8/6/2019 10166564 Becoming a CEO


What did the CEO do here?

8/6/2019 10166564 Becoming a CEO


� Ensure the involvement of all people that have

to be but only the people that have to be


8/6/2019 10166564 Becoming a CEO


� Have a follow up system (not only a

computerized system but a system for yourself)

� Determine a balanced follow up frequency (KYP)

(SUCG)


8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


5. REWARD THE DOERS5. REWARD THE DOERS

If you want people to produce specific results, you

reward them accordingly. This fact seems so obvious

that it shouldnt need saying. Yet many corporations

do such a poor job of linking rewards to performancethat theres little correlation at all.

� Measure

� Reward� Promote

8/6/2019 10166564 Becoming a CEO


How to do this in AIESEC?

5. REWARD THE DOERS5. REWARD THE DOERS

8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


66. EXP AND PEOPLE¶S CAP ABILITIES. EXP AND PEOPLE¶S CAP ABILITIES

THROUGH COACHINGTHROUGH COACHINGAs a leader, youve acquired a lot of knowledge and

experienceeven wisdomalong the way. One of the

most important parts of your job is passing it on to

the next generation of leaders. This is how you

expand the capabilities of everyone else in your

organization, individually and collectively. Its how you

will get results today and leave a legacy that you can

take pride in when you move on.

8/6/2019 10166564 Becoming a CEO


� The most effective way to coach is to observe a person inaction and then provide specific useful feedback

� When the leader discusses business and organizationalissues in a group setting, everybody learns.

� The skill of the coach is the art of questioning. Askingincisive questions forces people to think, to discover, tosearch

� Education is an important part of expanding people¶scapabilities²if it¶s handled right. Many companies are almost

promiscuous about it, offering cornucopias of generic coursesin management or leadership and putting far too many peopleinto them. Keep in mind that 80 percent of learning takesplace outside the classroom


THROUGH COACHINGTHROUGH COACHING

8/6/2019 10166564 Becoming a CEO


Let´s excercise

� MCP ± VP outgoing X

± Uneven X performance

± Low and slow growth

± No pools diversification

± Tough personal and sentimental situation

± Very skilled. Executer. Little simpatetic



8/6/2019 10166564 Becoming a CEO


Let´s excercise!

� MCP

±L

CP

± Great support of university

± Low number of members

± Bad quality exchanges

± Very commited EB

± Unexperienced but commitedLCP ± Challenging external environment with high potential in

tourism and environmental sphere.



8/6/2019 10166564 Becoming a CEO


8/6/2019 10166564 Becoming a CEO


7.7. KNOW YOURSELFKNOW YOURSELF

� AUTHENTICIT Y: A psychological term, authenticity

meanspretty much what you might guess: you¶re real,

not a fake. Your outer person is the same as your inner

person, not a mask you put on. Who you are is the same

as what you do and say. Only authenticity builds trust,

because sooner or later people spot the fakers

8/6/2019 10166564 Becoming a CEO



� SELF-AWARENESS: Know thyself²it¶s advice as old as

the hills, and it¶s the core of authenticity. When you know

yourself, you are comfortable with your strengths and not

crippled by your shortcomings. You know your behavioral

blind sides and emotional blockages, and you have a

modus operandi for dealing with them²you draw on the

people around you. Self-awareness gives you the

capacity to learn from your mistakes as well as your

successes. It enables you to keep growing.

8/6/2019 10166564 Becoming a CEO


7.7. KNOWKNOW YOURSELFYOURSELF

� SELF-MASTER Y: When you know yourself, you can

master yourself. You can keep your ego in check, take

responsibility for your behavior, adapt to change,

embrace new ideas, and adhere to your standards of

integrity and honesty under all conditions. Self-mastery

is the key to true self-confidence. We¶re talking about the

kind that¶s authentic and positive, as opposed to the

kinds that mask weakness or insecurity² the studied

demeanor of confidence, or outright arrogance

8/6/2019 10166564 Becoming a CEO



HUMILIT Y: The more you can contain your ego, the

more realistic you are about your problems. You learn

how to listen and admit that you don¶t know all the

answers. You exhibit the attitude that you can learn from

anyone at any time. Your pride doesn¶t get in the way of

gathering the information you need to achieve the best

results. It doesn¶t keep you from sharing the credit that

needs to be shared. Humility allows you to acknowledge

your mistakes.

8/6/2019 10166564 Becoming a CEO


AuthenticitySelf-awareness

Self-mastery

Humility


Let´s check!

8/6/2019 10166564 Becoming a CEO


1. Know your business and your people

2. Insist on realism

3. Set clear goals and priorities

4. Follow through

5. Reward the doers

6. Expand people¶s capabilities

7. Know yourself

8/6/2019 10166564 Becoming a CEO


Wrap upWrap up

What do you have to takecare of?

10166564 Becoming a CEO

Documents

Transcript of 10166564 Becoming a CEO