Good chief executives have strong organizational skills. Great CEOs have solid decision-making skills. Excellent CEOs Know how to deal with the conflicting priorities. A truly extraordinary CEO does all of the above — and more. A truly extraordinary CEO cares to an exceptional degree about the employee benefits.
What exceptional thing that truly extraordinary CEOs give all of it’s employee?
Treats fairly – Most employees don’t mind a CEO who is demanding, strict, and quick to offer feedback, as long as he/she treats every employee fairly.
The potential to lead to greater things – Exceptional Chief Executives take the time to develop employees for the job they someday hope to land.
Diversity is magical – extraordinary CEOs love to collaborate with company employees who may be totally very different from him.
An exceptional CEO knows nothing energizes employees more than public recognition and praise. Every employee, a high-performer — even a relatively poor performer deserves praise and a little appreciation.
Successful CEOs have a deep understanding that every employee in workplace needs constructive feedback. Private criticism – great CEOs always do it in private.
Find ways to articulate what is important for the workplace to know.
Usually, employees want to work with and for people they respect and admire–and with and for people who respect and admire them – A true sense of connection.
“There are three roles of leadership: lead, follow and (or not) get out of the way, and the key is to know when and how to do each.” – Don Bailey, CEO Questcor Pharmaceuticals
“Don’t be afraid to be bold and don’t be afraid to take on the status quo. Make your plans big and then, in the middle of that, make sure everybody wins. There has to be balance.” – Brian Mueller, CEO, Grand Canyon Education Inc.
“True leadership comes from working with an exceptional team that you can fully trust to do their jobs as long as they have a clear understanding of priorities. So the job of the CEO is to be an example of honesty, thoughtfulness and trust, which everyone appreciates in their roles.” – Brad Cleveland, CEO, Proto Labs
“Managers need to understand that people change, as do their interests and goals. The problem is that most feel that change will come when the employee grows out of their position and moves on to another company. But managers who take the time to listen to employees can focus on cultivating those employees’ sweet spots, making it easier to retain them.” – Kevin Thompson, CEO, SolarWinds
“You have to create a zone where you can push everything else aside and clear your mind. You’re not only serving yourself from a mental health point of view; you’re also serving the business. I’ve had some of my best ideas away from the office so I try to plan that down-time into my schedule.” – Bryan Shinn, CEO, Silica Holdings
“I have three children and have told them time and again to follow their passion – not the dollar. I don’t dwell on what issues might keep me awake at night – I’m setting goals according to what motivates me to get up in the morning. Focus on what you are passionate about.” – Harry Herington, CEO, NIC
“By understanding the fundamental contribution of each goal to the big picture, it’s easy to see the relevance of each one and prioritize them accordingly. It’s also important to realize goals are only relevant for a period of time and should be flexible to re-prioritize.” – Behrooz Abdi, CEO, InvenSense
“If I want to expect from people an ‘extra mile,’ people should trust that I would be ready to walk that ‘extra mile’ myself too. Such trust is built up over the years, and that specific trust is very easy to lose.” – Arkadiy Dobkin, CEO, EPAM Systems
“Every single interaction you have with another person leaves that person a little more energized, or a little less. That’s true for all of us, but the further up the leadership ladder you are, the greater the leverage you have becomes. Employees notice every single thing you do. Be very mindful of the messages you’re sending.” – Jason Rhode, CEO, Cirrus
“There has to be a balance between near and far-term goals. Too often, public companies get tied up in meeting financial projections on quarter to quarter basis, which results in very short-term decisions that don’t allow long-term growth.” – Cheri Beranek, CEO Clearfield Inc.
“Be authentic, real, and honest. Hire the right people ahead of your current need, so that the business has the foundation, experience, and depth to grow fast and really scale in performance and impact.” – John Foraker, CEO of Annie’s maker of natural and/or organic pastas, meals and snacks.
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