tailieunhanh - how to act like a ceo 10 rules for getting to the top and staying there phần 5

Bạn hành động này không chỉ để làm những việc một cách hợp pháp nhưng vì nó là mã riêng của bạn về hành vi. Và bạn luôn làm theo thông qua những niềm tin này tất cả các thời gian ngay cả trong thời gian khủng hoảng. Bạn là loại người sẽ là một | HOW TO ACT LIKE A CEO Was it due to our inefficiencies in any form The answers to these three questions help me to determine my next step. Do we go to Plan B or is a whole new strategic outlook required says Christian. I concentrate on remaining calm not allowing worry to fester in my mind always remembering that worry is like a rocking chair it keeps on going but gets me nowhere. You can get quite complicated in stragegic planning checking the numbers seeing where to make it grow looking at the five year forecast and running models says Jerry Henry CEO of John-Manville. In reality nine out of ten decisions are made based on judgment instinct intuition and taking your heart in your hand and going for it. My strategic plan is here s a cool idea let s do it. I seldom go to the board with really thought through steps. My mind compartmentalizes how to get there. I think about order. And I drop enough hints to the right people to build interest. Even getting them to think it s their idea. I go in with here s the idea here s the steps here s what it s going to cost says one CEO. Despite all these thoughts about your strategic planning the truth is as Bill Stavropoulos CEO of the Dow Chemical Company says Strategy changes the moment you hit the battlefield. You have to implement then constantly adapt and change. So be realistic but also be optimistic. 70 CHAPTER 4 MAKE THE BIG PLAY The CEO s role in operations is to Delegate. Communicate. Plan for the mistakes. Don t let the desire to control everything get in the way of doing what you re best at. Give up the ego and let go for your own good. Robert L. Johnson BET Black Entertainment Television The CEO spends a lot of fist on the chin time with the high goals of the corporate strategy defining the metrics needed to be looked at every day making sure they are in place questioning and making decisions building a process to avoid crisis extrapolating into the future having a top team in place providing resources to let them