Posted on 05/25/2008 12:17:14 AM PDT by 2ndDivisionVet
In the book “How to Think Like a CEO: The 22 Vital Traits You Need to Be the Person at the Top,” author D.A. Benton created a list of 22 important traits shared by the more than 100 CEOs that she interviewed for the book. When people commonly think of CEOs, they tend to think of very visible corporate leaders like Warren Buffett and Jack Welch. However, CEOs exist in any business operation in which an individual leads a group of employees with the objective of performing at a high level to reach a business goal.
(Excerpt) Read more at hrworld.com ...
these guys are all great at what they do. But running an organization of at most a couple hundred people people with at most two or three layers of management between top and bottom, and running an organization with tens of thousands of people with dozens of layers of management between top and bottom are two different animals.
Are there things one can learn from another? Absolutely. But Steve Jobs would run the New England Patriots into the ground in three months, and Bill Bellicheck would do the same to Apple.
And President B.O. will run the whole country into the ground in three months.
Bill Belichick is the only one who does not deserve to on that list, imo.
Sutter is not only one of the finest hockey minds in North America today, he also served as owner, general manager, and head coach of his own junior hockey team in Canada (he still owns the team). And during that time he led Canada's junior national teams to multiple world championships before he joined the Devils as head coach last year.
....when I was working our CEO would occasionally bring in a coach to speak at out annual sales meeting...they were good speakers and had lots of interesting anecdotes....fun to be around.....to this day I remember a training film from Lombardi where he said “fatigue makes cowards of us all”....in other words you need to be in shape to be the most effective on your job.
But running an organization of at most a couple hundred people people with at most two or three layers of management between top and bottom, and running an organization with tens of thousands of people with dozens of layers of management between top and bottom are two different animals.
I believe it was Sun Tzu who wrote, in the Art of War, that "management of the many is much the same as management of the few; it is largely a matter of organization." Even Reagan said to "surround yourself with good people, and delegate." The thought process that these things are radically different is, in my opinion, one of the greatest sources of corporate stupidity.
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