Material in this seminar is for reference purposes only. This seminar is sold with the understanding...

Material in this seminar is for reference purposes only. This seminar is sold with the understanding that neither any of the authors nor the publisher are engaged in rendering legal, accounting, investment, medical or any other professional service directly through this seminar. Neither the publisher nor the authors assume any liability for any errors or omissions, or for how this seminar or its contents are used or interpreted, or for any consequences resulting directly or indirectly from the use of this seminar. For legal, financial, medical, strategic or any other type of advice, please personally consult the appropriate professional.

The Top 5 Tips for Successful Leadership: How to Make Your Organization Thrive as a CEO

John Runne

Top 5 Tips for Successful Leadership: How to make your organization thrive as a CEO

John Runnewww.ExecSense.com © ExecSense, Inc.

About the Webinar SpeakerJohn Runne, President, BzAdvice

•Hands on daily interaction with public and private CEOs and BODs across multiple industries

•Mentoring and coaching CEOs on both operational and strategic objectives

•Engagement with executive teams to determine alignment with CEOs goals

•Earning Trusted Advisor status for helping execute innermost critical projects

• Multiple Chairman roles for Strategic Advisory Councils/Boards comprised of CEOs and

• Board of Directors members from the public and private sectors.

• CEO success and failure is measured in shorter cycles these days

• Must be nimble and able to make quick calls

• Needs to be fully informed on every threat to the company

• More regulations and compliance mandates each year

• Very close key customers relationships are more important than ever

• Effective, regular and over-communications must be managed

Top 5 Tips for Successful Leadership: How to make your organization thrive as a CEO”


Today’s CEO

• Make the numbers

• Engage directly and personally with your customers

• Don’t assume executive staff is fully aligned with you

• Remain as transparent as possible

• Champion innovation but stay out of the way

• Communicate well and create an optimum culture for success

• Stay close to your board

• Leverage the power of social

Tips and Strategies

Slide 4



• While everything matters nothing matters without hitting the top and bottom line numbers; have the right teams (sales and marketing) in place; allocate sufficient prime time to make numbers happen; most email does not require your time and you only need to attend critical meetings

• Only customers can allow the target numbers to happen; they should receive your maximum attention

• Stay in touch with exec team frequently to manage any revenue surprises (inventory build, purchases, production, quality, customer requirements)that loom on the horizon

Make the Numbers

Slide 5



• Know them personally, have their needs well in hand and visit them often; nothing can bring a greater ROI than living with your customers

• Chances are the majority of your revenue is not from present sales and marketing activities

• know at all times where you are going, where you are now and the path for getting there; be aware of what stronger customer ties can add; your competition is at their door daily

• Close customer relationships provide unfiltered market views and and competitive feedback; also seek direct employee feedback outside of your exec team regarding customers

Engage Directly with Your Customers

Slide 6



• Exec Team alignment is not an easy thing to accomplish

• Communicate your vision, direction, goals and aspirations effectively; what you believe you said could have been heard multiple ways

• Your mandate is to be the CIC “Chief Communications Officer.”

• Regular head-checks with the exec team and reinforcement of plans is beneficial

• Misalignment causes too many mid-plan adjustments

Don’t Assume Exec Staff is Fully Aligned With You

Slide 7



• Keep your board, employees, customers and vendors in the loop

• Greater transparency avoids unnecessary questions and time delays associated with unnecessary steps

• Transparency build confidence within the employee base

• Being open and available is a strong employee motivator

Remain As Transparent As Possible

Slide 8



• Be the Champion, stay engaged but don’t crimp the team by attending everything

• Allow your team to be agile and nimble in their thinking and actions; also be prepared to cut specific activities quickly

• Fund innovation properly yet be ready to fail fast with ideas and innovation

• Have the knowledge base within the company to guide you properly in the market-demanded technologies

• Recognize trends quickly since they are moving at light speed

Champion Innovation but Stay Out of the Way

Slide 9



• Let the employees know what you see and where you are taking the company. Create a welcoming, interactive and performance driven culture. Show employees a path to a great future and solid careers

• It is impossible to overstate repeatedly why the company exists, the importance of the customer and the attention and respect they deserve

• Create energized, inspired and eager employees by accepting a forgiving (when possible) and improving posture for issues (avoid the blame game)

• Make it an even better, if not also great, place to work

Communicate Well and Create an Optimum Culture for Success

Slide 10



• Keep the board fully apprised and always in the loop as the last thing you want is not having the board fully behind you

• Call upon and leverage the membership’s expertise whenenever you have the need and opportunity to do so

• Spend some social time with members outside of board meetings and get well acquainted

• Conduct annual reviews of board

Stay Close to your Board

Slide 11



• The accelerated use of social media can be of significant benefit to a company’s marketing and attracting smaller sectors

• All communications inside the company and to the outside world could be measurably enhanced

• New business awareness and certain opportunities are end results of the effective use of social networking

• Understand the downsides of utilizing Social Media

Leverage the Power of Social Media

Slide 12



•Don’t assume anything no matter how talented you believe your team and employees are; everyone is fallible; stay connected on key metrics

•Remain very close to your customers; they are getting multiple choices and better pricing being tossed their way; stay in front of them to block these

•Regularly do walkabouts within the company; a great Australian tradition; go alone, speak with all you see, seek out those you want to visit

•Cannot emphasize enough that you must keep alignment with your executive team; they have way too many distractions

•Don’t take yourself too seriously; big mistake in moving ahead

A Few Thoughts

Slide 13



More Thoughts

Slide 14



• Have a grip on the latest technologies and their application to your plans; with our lightspeed technology roll-outs, secure optimized technology

• Don’t let the relationship with your board ever slip; its support and expertise can be very beneficial; engage more on a social level when possible

• Exhibit compassion; don’t allow blame game to control but rather be supportive and advancing around issues

• Be inclusive with ideas and innovations; be ready to cut and run quickly

• Don’t allow email, meetings and community involvement overly consume time

• Remember you are the MIC – “The Motivator in Chief”

• Number 1 - I’m doing all this now, what else should I consider?

• Number 2 - Is social media really a new communications and awareness tool?

• Number 3 - I have an average development team; should I not stay more closely

involved?

• Number 4 - I get what you’re saying but why would my team misunderstand me?

• Number 5 - Are the suggested tips industry specific?

• Number 6 - I am doing well delegating. What is the purpose of more internal

visibility?

• Number 7 - Are you suggesting that I do not get all the pertinent facts from my

team?

• Number 8 - Are most successful CEOs you know following similar paths

suggested here?

• Number 9 - What has been the pushback around some of the tips?

• Number 10 - Where do we take it from here?

FAQs

Slide 15



• What percentage of my time should be allocated to customers?

• How will I know if my team is not aligned with me?

• Where is my presence best used around the innovation process?

• How do I personally have a major impact on employee performance and passion?

• You suggest that email, meetings and too much community involvement consume valuable time. Please expalin

Moderator Questions

Slide 16



• Remain actively and regularly in touch with senior staff reinforcing your direction and communicate this effectively and often throughout the company; they must be aligned with you to achieve the AOP; don’t assume anything; check critical matters out personally; you have got to make the numbers!

• Stay very close to your customers and build even strong and more personal relationships both to secure business continuance and gather critical market data and trends. Stress the customer’s importance within the company and the high level of respect they warrant. In concert reach out to your key employees to get clarity on customer matters perhaps not brought up fully at senior staff

• Be active (to the extent required), inclusive and engaging on innovations and be prepared to make hard calls quickly. Allow your team the funds it needs to succeed

• Watch your time commitments; leadership and success is the mandate; answering mindless email and attending back2back meetings burns good fuel

• Stay close to your board and work with them in successfully driving the company.

Conclusions

Slide 17



speaker name•Email: [email protected]

•Phone: 303-674-1000

•Website: bzadvice.com

•Twitter: @jrcoyote

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