Reading “The CEO Next Door”, by Tahl Raz, Kim Powell, and Elena Botelho.
Elena, Kim, and Tahl did thousands of hours of research to produce real data about what it takes to get to the CEO spot, what CEOs actually do and how they operate.
It’s not like what we’re shown by Hollywood and it is fascinating.
Does it matter whether you’re loved or you get results?
“In real boardrooms, results speak louder than charisma.”
Do you need to be outgoing?
“Over a third of CEOs in our study actually describe themselves as introverted, and self-described introverts in our sample were even slightly more likely to exceed board expectations.”
…while the above mean roughly two-thirds of CEOs describe themselves as extroverts, those same folks are less likely to exceed board expectations.
Do you need to be a celebrity, like a Steve Jobs or Elon Musk?
“When looking at CEOs who met expectations, we found no statistically significant difference between introverts and extroverts. High confidence more than doubles a candidate’s chances of being chosen as CEO, but provides no advantage in performance.”
What a seriously fantastic read.
If you’re interested in reading more, get your copy of “The CEO Next Door” on Amazon at https://amzn.to/2Rr2M43
Every single one of a company’s employees should understand what’s happening in your business, how your products and services work, what your go to market strategy is, and how the business is doing.
They’ll either learn it from you or from the internet, and the latter is unforgiving.
One major benefit is that every one of your employees then becomes a voice for your brand.
Why is that so important?
“All business success is fundamentally driven by word-of-mouth marketing, and the people who are in direct contact with customers must understand that their every interaction with the customer leads to that person telling another person – for free – either to use the company’s product or service, or not to.”
-Patty McCord, former Chief People Officer at Netflix, from her book “Powerful” available at https://amzn.to/2VYL5Is
If you can’t delegate as you take on more and more leadership responsibility, you can’t scale.
It’s hard. I get it.
Even managers at some of the world’s leading companies have trouble with it.
Take Elon Musk of Tesla and SpaceX: “Musk has to focus on ‘a painfully large number of engineering & manufacturing problems’ at Tesla & SpaceX.”
Why so many?
Musk is notoriously terrible at delegating.
So bad that he left the board of OpenAI last year and now he’s left the company altogether.
If you can’t scale, you can’t have the biggest impact.