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FOOD FOR THOUGHT
Leadership Lessons to Learn from CEOs
Successes andFailures
ThinkBeforeYouSpeak
Many downfallen CEOs did not fail because they made poor business decision—it’s because they self- sabotages their own success, either intentionally or unintentionally. Think before you say something. Ask if you could tell that to your grandmother or grandfather. And before you act, say it out loud so you hear it with your own ears. Is it still a good move?
Understand The 'Why' Behind Your Decisions
Personal or corporate successes and failures are usually tied to something beneath the surface, it is about more than meets the eye. Leaders can begin by evaluating their position and exploring the "why" behind decisions. Ask these questions to keep things in check: Do I make decisions based solely on profit, ego or contribution to society? A truthful answer may thwart a future problem.
Build Management Skills Before Emphasizing Leadership
A recently-released Gallup poll found that the quality of managers and team leaders is the single biggest factor in your organization's long-term success. Although leadership is constantly discussed in LinkedIn posts and in memes, the actual skills of managing are more important. Leadership means different things to different people, and managing is a pretty solid skill set for success.
Don't View Leadership as a Popularity Contest
CEOs are not hired to be popular or to be liked. They are often hired to fix a very tumultuous organization, unprofitable company or to turn around a company haemorrhaging
money or on the brink of closure.
People don't discuss this, but it's the truth. Look for people with integrity, action, honesty, speed and results. A quick pace is required—which means decisions may be unpopular too.
Remember That You Can't Be a 'Neutral' CEO
As a leader, there is no "neutral." If a CEO is not having a positive impact on their business, they are having a negative impact. CEOs often have to be reminded they are always being watched—by employees, clients, customers and, for larger, more high- profile CEOs, the public—and the power of their position magnifies their behaviour, good and bad.
Contributed by
Oye Jolaoso
PAGE 5 INSIDE ACCESS | DECEMBER 2020 1ST EDITION