Example of What Good CEOs Do

Good directors do not carry out their functions in a well-defined environment, they do not direct through organizational channels formally delineated, they do not systematically establish and comply with formal plans, they do not conform to the stereotype that of them has been formed. From this we can see that there is a considerable difference between the conventional theory about tools, functions and systems of direction and the true behavior of the directors, since this turns out to be less systematic, more informal, less reflective, not so well organized and more frivolous.

Directors spend most of their time with other people, including direct bosses, subordinates, clients, etc; the range of topics of the conversations is extraordinarily wide; they usually ask a lot of questions; in these conversations they rarely seem to make big decisions; they slip a good number of jokes and jokes; they rarely give orders in the traditional sense; they try to influence others; they tend to get carried away by other people's initiatives; Much of the time they spend with others is spent in short, disconnected conversations; they work long hours, even at home.

The challenges they face in most of their tasks are: deciding what can be done despite the uncertainty; get things done using a large and diverse team of people.

Efficient managers establish agendas composed of objectives and plans, orienting their obligations in the short, medium and long term. Agendas are less detailed on financial goals and more on strategies and plans; they focus on a broad time frame and often contain lists of goals or plans that are not explicitly related. To set the agenda he relies more on conversations than on books. With this information, decisions are made analytically or intuitively.

Efficient managers spend a lot of time and effort in joining their position to develop a network of cooperative relationships among those they deem necessary. A network that is different from the organizational structure, but generally congruent with it. Excellent directors beg, cheer, flatter, flatter, reward, demand, manipulate, and generally motivate others with great skill, dealing with them face to face.

After establishing the network and the agenda, they tend to direct attention to using the network to implement the agenda. Managers don't plan time in great detail, they improvise.

A good planning system should help create a smart agenda and a strong network to complement it. You should encourage the CEO to think strategically, to consider both the short term and the long term.

Many of the planning systems do not respond to these needs but impose rigid demands of numbers. These systems seem to do nothing but generate roles and distract managers from truly important tasks.