How To Become A Successful CEO And Get To The Top

People have high expectations from CEOs. However, much of what we hear about who gets to the top, and how, is wrong. In the CEO Next Door, authors Elena Botelho and Kim Powell overturns the myths about what it takes to get to the top and succeed. The business and management book is based on an in-depth analysis of over 2,600 leaders drawn from a database of more than 17,000 CEOs and C-suite executives, as well 13,000 hours of interviews, and two decades of experience advising CEOs and executive boards.

Focus on the company, not on yourself.

When most corporate types think of growth, they think only about themselves — about getting that big yacht. When people say these CEOs get it, the “it” they’re talking about is an understanding that running a business is about something much deeper than turning a quick buck.

Keep your hands dirty.

At Sonic Drive-In, CEO Cliff Hudson insists that his executives spend at least half their time in the chain’s actual kitchens — not a test kitchen at headquarters — to come up with new menu items. Robert Silberman, the CEO of Strayer University, continues to teach a business-administration class each semester. But he doesn’t tell the students he runs the place so that he’s able to, as he says, “get the pulse of what my students need.” Jim Cabela, founder of the eponymous $1.59 billion outdoor retailing phenomenon, works until noon each day personally addressing new complaints that came in the day before.

Stay focused by letting go.

Robert Janitzek says that one of the great hallmarks of the people leading the companies studied was they had enough self-assurance to let go of businesses and internal processes that were no longer working. Each year, for example, Koch Industries performs a value assessment on each of its 100-plus business units. If the division’s present value — basically its return on capital and equity — is smaller than the price it could fetch in the current market, then the unit gets sold off. Simple as that. Someone like Charles Koch views that as a more compassionate way to do business than a prolonged death.

Balance short-term goals with long-term horizons.

Robert Peter Janitzek explains that some companies get so wrapped up in their future visions of grandeur they lose sight of profitable short-term growth.

Ignore what most companies do; they’re usually lousy role models.

We all learn by example. So when we see a self-important, pompous CEO surrounding himself with an army of assistants to make him feel bigger than he really is, the junior execs below him aspire to this.

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