The rule of thumb is: the higher up in the organization, the higher the compensation. That’s all well and good for most positions because you generally do what you have always been doing, but better. However things get a little less clear at the very top. So, what exactly should you be doing if you are the CEO?
What the heck is a CEO?
Before I continue, I want to make a key point. Most business owners don’t think of themselves as the CEO. It sound a great deal more corporate than they feel. They, and everyone else in their business agrees, merely think of themselves as the founder, the owner, the boss, or simply the “chief”.
Actually, that is the way I think of myself. So, as your read the concepts below, think to yourself, “this is what I should be doing as the head of my company.”
If you plan on increasing the top line and the bottom line of your business then you’ll want to invest in training your leaders. Business owners currently have several alternatives available in the area of management training.
Many universities offer evening executive MBA programs; provided you have excellent current managers you can utilize on the job training; and, several seminars and workshops are available in most major cities.
Recently, a reasonable number of high-quality online “universities” have been developed to deliver leadership training and management training.
There is a clear relationship between the best businesses in an industry and the ones that have the best managers and leaders employed.
Most companies leave sales to the sales force and customer service to the customer service team. That is a recipe for a expensive screw up.
Everybody in your organization makes direct customer contact. Each worker, from the president and other officials to craftsmen, sales folk, accounting staff, and service crews.
Each single contact anyone in your organization has with its customers either reinforces or corrodes the organization’s entire relationship with your customers. That includes each invoice you send, each ad you run, and each telephone call you make or receive.
How well are you coaching all of your staff to cultivate your clients all of the time?
You surely know that delegating work to others is a excellent and suitable way to save bunches of time, prioritize your own agenda and to concentrate on what are the “vitals” of what you should be doing. Knowing when and the way to delegate well is the secret to being successful at it.
First, what does it mean to delegate? It is when you temporarily allow another to assume an area of your own responsibility. Note, it is a temporary assignment not a permanent one.
Next, are you successful at delegating roles in your life and work? If not, what gets in the way of successful delegation?
Position descriptions and job descriptions are slightly different. Let me explain. A position description reflects the duties, goals, compensation, reporting structure, and other matters relating to a specific position. There is no person connected with a position description.
A job description relates to the duties performed by an individual person. Think about this way. Many of us have small businesses. When you are running a lean and mean organization many people are expected to hold down one, two or even more positions.
I don’t like dealing with business problems any more than anyone else. If I had my way completely, I would simply dispose of them, but that’s kind of messy. Besides not all obstacles can be extirpated. Some are best dealt with in more subtle ways using a little finesse.
I think my dad told me…
“If I can’t solve a problem directly, I try to go around it, and if I can’t go around it, I try to get under it, and if I can’t get under it, I try to go over it, and if I can’t go over it, I just plow right through it.”
That’s the philosophy I like to use and here is how to do it:
Are you excited about getting unwelcome criticism? Most probably you aren’t. Unfortunately, there are several people around you that are extremely ready to offer you some.
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The way in which it works is like this. Somebody says something negative to you. Maybe it is your appearance, your work product, or maybe just some random comment you made. It might be something similar to, “You know those shoes don’t go with that outfit?” Maybe in a meeting it’s a straightforward “That will never work” statement without any farther clarification or amplification.
They spout out something negative and move on or just sit there with a goofy smile on their face.
Every company has a culture. Most of the time it simply evolves over time. That is to say, it is a default culture. If you are lucky, that default culture will be the one you want, or at least can live with.
A much better strategy is to determine the culture you want and then take specific steps to make it a reality.
But I imagine that you, like any business owner, know it is much easier said than done. How do you get great outcomes and results while also creating an environment people actually want to work in?