2008 Top Strategic CEO To Do’s
Executive Search, Leadership Development & Assessment, Leadership Interviews, Recruiting, Selker Leadership, Talent Service & Development Systems March 7th, 2008- Develop Your Talent. This is your #1 priority for 2008. So many CEOs say, “talent development is critical,” but what they really mean is “I have HR working on it.” If you’re serious about talent development, you need to make the leadership development and mentorship of your senior team and their direct reports your personal priority.
- Implement Succession Planning. Every CEO talks about the need for a successor, although very few do anything about it. If you or your board doesn’t have someone who could step into your job if you got hit by a bus, then you need to take action now. If you don’t have successors today, recruit “bench strength” candidates for the most critical positions, including your own.
- Unplug Yourself. Most CEO’s have forgotten about the importance of scheduling “disconnect” time. They move from one task to the next and never unplug themselves from their cell phones, email, or blackberries. Make and take the time for you to reflect, think, contemplate and integrate. You will be surprised at what will happen in a good way.
- Define Yourself in New Terms. The most powerful leaders all ask themselves, “What kind of leader do I need to be to help my organization and people achieve their maximum promise? What do I need to do to have the impact I envision? The bigger the vision and broader and more expansive your self-definition is, the higher the likelihood that you will achieve greatness.
- Invent New Behaviors. Identify three things you can do with your senior team, your board and your customers that are driven from your redefinition of yourself. Translate your words into new actions and sustainable behaviors.
- Involve Your Board With Your Team. If you are like most CEO’s, your board only interacts with your team in formal board presentations. This is like leaving money on the table. Your board is a valuable resource. Create opportunities for them to interact with your team in non-board room settings.
- Develop Your Board. Succession planning and building bench strength are not just concepts for your company, they work for your board as well. Encourage your board to invent innovative approaches to developing new directors and in turn themselves.
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