Maximum Leadership : The World's Leading CEOs Share Their Five Strategies for Success

1. Maximum Leadership:The World's Leading CEOs Share Their Five Strategies for Success Authors: Charless M. Farkas and Philippe De Backer Prepared by: TalebEissa

2. The Strategic Approach • The chief executive says they manage for success by acting as the company’s top strategist, systematically envisioning the future and specifically mapping out how to get there. • They typically delegate day –to-day operation to others. • They asking big-picture question of managers, supplies, analysts, shareholder and especially customers . • Travel to other companies and study new processes . • They interview scientists and academic about fundamental research. • Build time into their schedule to sit and think.

3. The Strategic Approach • Example: • One of them is Dell Computer Corp, whose chairman says he focuses on the future because, in the business the life cycle of product is six months, and there two type of people, the quick and the dead. • Strategic CEO believe they add value by long –term strategy formulation or get out.

4. The Human asset approach • The Human asset approach, in which the chief executive manages for success through people policies, programs, and principles. • Manage them in systemic way. • Know their capabilities or lock thereof. • Design powerful training system and coherent programs for measuring performance. • Monitoring relationships between employees. • Explicitly teaching employees desired values and behaviors. • Empowering people to act as the CEO would. • Rewording them when they do.

5. The Human asset approach • Example; • The southwest Airlines CEO says, we hire great attitudes, and teach them any functionality what they need. • At Pepsi Co, it means having integrity. • Strategic CEO believe we always get back to the people

6. The expertise approach • The expertise approach, in which the chief executive manage for success by become the champion of specific, proprietary expertise and using it to focus on the organization. • Focus their energies on guaranteeing that expertise, moves up and using it to focus the organization. • Design program and systems to achieve expertise –approach . • Promotes and Support culture that actively disseminates critical knowledge.

7. The expertise approach • Example: • Strategic CEO believe when knowledge is power the expertise approach.

8. The Box approach • The BOX approach, in which the chief executive manage by building a sat of rules, systems, procedures and values that essentially control behavior and outcomes with well-defined boundaries. • The primary focus of time, consideration and insight. • The concentrate energy on control issues, both financial and culture. • Manager must hit certain financial goals or else.

9. The BOX approach • Example: • The CEO of Hewlett-Packard, the box’s values as the employees stay within those walls, the box may be a soft box, but the result is the same. • Strategic CEO believe the greatest freedom …..inside fore wells…the box approach

10. The change-agent approach • The change-agent approach, in which the chief executive says he manage for success by acting as an agent of radical change, transforming bureaucracies into organizations the new and different. • Make building the business system and value the change. • Focus on changing the fundamental underpinning . • Change from operating procedures to compensation programs. • Success leaders sill see the need for continuous and significant change.

11. The change-agent approach • Example: • At Goldman, Sachs & Co. The CEO spent ten years implementing approach on Wall Street, if you’re not an agent of change, you’re at best a steward of something which is going to erode , and also says, and why would you want a job if all you’re going to do is perpetuate what previously existed? • Strategic CEO believe upending the status quo “ touching the sacred : the change-agent approach.

12. Consultation • Most focus on one or two as their primary vehicle of value addition. • Some of the approach overlap or blur into each other at the edges. • Most CEO stick with one or two approach over long time. • Changing only when the business situation demands it. Usually not more than twice in decade.