[100 Challenge] DanJi’s reading note_99

[100 Challenge] DanJi’s reading note_99

CEO Excellence
The sic mindsets that distinguish the best leaders from the rest
Carolyn Dewar, Scott Keller, Vikram Malhotra
Publisher: Scribner Book Company
Published: 15 MAR, 2022

Table of Contents
Recommendation: CEO Excellence, What Outstanding CEOs Have in Common
Preface: What does a CEO do?
Part 1 Direction Setting Mindset: Be bold
Chapter 1 Practice Vision: Redefine the Competition
Chapter 2 Strategy Practice: Move ahead, frequently, and boldly
Chapter 3 Resource Allocation Decision Practice: Act like an outsider

Part 2 Organizational Consensus Mindset: deal specifically with abstract things
Chapter 4 Culture Creation Practice: Focus on one important thing
Chapter 5 Practice Organizational Design: Pursue Stability and Agility
Chapter 6 Human Resources Management Practice: Start with a great role description, not a great person

Part 3 Organizational Management Mindset through Leaders: Strengthen Team Spirit
Chapter 7: Building a Team: Building an Ecosystem
Chapter 8 Strengthening Teamwork: Make your team a star
Chapter 9 Operation Rhythm Practice: Get in the Groove

Collaborative Mindset with Part 4 Board: Collaborate for Board Members to Be Business Collaborators
Chapter 10 Establishing a Relationship with the Board of Directors: Building a Foundation of Trust
Chapter 11 Building the Board's Capacity: Use the Wisdom of Seniors
Chapter 12 Implementing a Board Meeting: Focus on the Future

Part 5 Communication Mindset with Stakeholders: Start with 'Why'
Chapter 13 Practicing Social Purpose: Draw the Big Picture
Chapter 14 Practicing Interaction with Stakeholders: Focus on the Key
Chapter 15 Crisis Management Practice: Don't lose confidence 313

Part 6 Personal Efficiency Management Mindset: Do what only the CEO can do
Chapter 16 Time and Energy Utilization Practice: Manage a series of sprints
Chapter 17 Leadership Model Practice: Live on the Toby List
Chapter 18 Practicing Perspectives: Be Humble

words of thanks
Appendix 1: CEO Excellence Assessment and Priority Tools
Appendix 2: Introduction to CEO Pharmacology

Setubal's experience shows the bold movements that top CEOs think about over time with the change of the "S curve." First, it shows an upward curve when intensive activities and radical improvements are made through large movements, then it still shows an upward curve during the recovery period, and then it continues to show another big movement and rise. Top CEOs always think about the next curve, ensuring that the current S curve is in place. As Satya Nadella of Microsoft says, "There are times when you have to look ahead and be patient in the long run. There are times when you have to be impatient. That's very attractive. What tempo should I take? We have to balance the future and the present. That's something that only CEOs can do."
Dominic Barton, McKinsey's former global chairman, considers himself an expert advising companies on innovative changes. "No one likes change. That's why the CEO has to create a rhythm of change. Think of it as putting a "heart defibrillator" on an organization. The average lifespan of an organization was 90 years in 1935 and 18 years in 2015.
The question should be asked, "Why should we exist 10 years from now? It is a matter of existence to change enough, to change regularly. If you don't do that, you won't be able to hold out in this game."
While leading McKinsey, former chairman Barton implemented a company shift from a global consulting firm that provides effective advice to a client project execution partner. His "heart defibrillator" includes reorganizing the fee structure based on the impact of the advice he provided on the client, expanding the service outside of consulting to help clients implement changes, and investing heavily in building advanced data and analytics.
Aline Bezzani of Majid al-Putaim summarizes the reason: "Capital redistribution is not as easy as it sounds. Many organizations are stranded with existing promises, expectations, and realities that are often beyond their control." To break this, we need the boldness to act like an outsider, free from political and historical shackles.
All investments are justified by the best distributors of resources, starting entirely from zero. They make it clear that the interests of the entire company take precedence over any one area. Additionally, they manage resource allocation based on performance milestones rather than annual budgets and operate it as a continuous process rather than a periodic process. Finally, they eliminate the existing ones as they have started their business anew by carefully pruning and harvesting.
Wangari Maathai said, "Culture is coded wisdom."
Many leaders try to follow the well-known adage, "Be the change you want to see in the world for yourself."