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Expert Practices Articles
- The 21st Century Key Executive
- Closing the Gap: Creating Alignment with Your CEO
- How to Add Value as a Key Executive
- How to Build a Strong Team
- How To Succeed as a Second-In-Command
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The 21st Century Key Executive
Not too long ago, a strong CEO could single-handedly steer
a company to the heights of corporate success. In today's accelerated
markets, however, no CEO (or business) can survive very long without
a competent management team made up of highly skilled senior managers.
Similarly, in bygone eras, key executives could get ahead merely
by excelling in their technical or functional areas. Today, however,
the position of key executive demands a lot more.
Between them, Vistage speakers Lawrence King and Walter Sutton
have delivered nearly 1,000 Vistage presentations around the world.
In addition, as former chairs, they have hundreds of Vistage meetings
and thousands of hours of one-to-one time with CEOs and senior executives
under their belts. Both agree that the role of the key executive
has expanded dramatically over the past few decades. The secret
to becoming a more effective key executive, they say, involves understanding
your role in the company beyond your functional skills and abilities.
In particular, King believes the role of today's senior executive
encompasses six basic functions:
- Co-strategist -- helping the CEO chart the company's future
course.
- Team leader -- exerting leadership beyond your functional area.
- Local expert -- becoming world class in your area of expertise.
- Champion of change -- helping to implement change throughout
the organization, not just in your functional area.
- Role model -- living the vision, mission and values.
- Student -- committing to ongoing personal and professional
development.
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Closing the Gap: Creating Alignment with
Your CEO
Sutton sees the disconnect between CEOs and key executives as a
wiring problem. He believes that most entrepreneurs are hard-wired
very differently than their direct reports. In particular, CEOs
spend much of their time out in the future, where very few people
roam. They see what doesn't exist and try to make it happen.
In contrast, key executives live in the present, partly because
that's their nature but also because that's what they've been charged
to do -- run the company (or parts of it) in an efficient and effective
manner. They see what already exists and strive to make it better.
CEOs who fail to understand this critical distinction end up with
unrealistic expectations for their key executives, which often leads
to friction in the relationship.
The solution, says Sutton, is two-fold. First, both sides must
understand that CEOs live out in the distance and key executives
live in the here-and-now. Second, they must reach an alliance based
on mutual respect and tolerance for each other's different roles
and ways of looking at the world. In this alliance, the key executive
understands and supports the CEO's need to look into the future
and develop the vision, because without it, the company will quickly
die. In turn, the CEO recognizes and accepts that the highest and
best use of the key executive's time and attention is to run the
company in the present.
"The key to avoiding unproductive conflict is to formally
recognize the different roles in every encounter," explains
Sutton. "For example, when the CEO gathers the management team
to do strategic planning, start by going around the table and recognizing
everyone's role. When you meet individually with your CEO, begin
the interaction with a brief recognition of the different roles
each of you fill. Over time, it becomes ingrained into the culture."
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How to Add Value as a Key Executive
King and Sutton offer five strategies for increasing your value
to your organization.
1. Manage your time effectively. Time management for senior executives
involves making sure that you spend your time in the highest-impact
areas. King recommends a process called "time auditing"
to ensure that you work on the right things. First, ask yourself
three questions:
- In my position, what are the six most important things I do
each month?
- What are the six most important things I do to build and lead
my team/department?
- Is there any overlap between these two lists?
Next, take out your calendar or daytimer and examine the relationship
between your most important things and where you spend your time.
When you find large gaps, adjust accordingly.
2. Cultivate the discipline of self-review. Once a month, schedule
a one-to-one with yourself. Write it down in ink in your calendar
and show up at the appointed time. Create an agenda for each self
one-to-one and bring the tools of your trade -- laptop, legal pad,
sales reports, monthly financials or whatever you need to get the
job done. During your work time, create a list of the most important
things you will accomplish during the next 30 days and how you will
accomplish them. At the beginning of your next self one-to-one,
review your list, check off what you actually accomplished and write
down the steps you need to take to complete any unfinished items.
"Learning doesn't occur in writing to-do lists, it occurs in
reviewing the things you have or have not accomplished and looking
for ways to improve them," notes King. "Schedule some
quality time with yourself each month and watch your productivity
soar."
3. Be a strong advocate for your function/area of expertise. To
improve your value as a key executive, become an appropriate advocate
for finance, sales, human resources or whatever function you happen
to represent. Advocating your position doesn't mean playing politics
or engaging in turf-defending activities. Instead, it means articulating
the value your department/functional area brings to the organization
and making sure your point of view gets heard and acknowledged by
others on the management team.
"In strong organizations, all the functions get represented
equally at the table," says Sutton. "The key is to do
it in a way that supports the team as opposed to fractionalizing
it."
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How to Build a Strong Team
"When building your team, strive to create an environment
of 'high-level adult play,'" advises King. "Give people
challenges, recognize their efforts and celebrate the wins. Talented
people flock to that kind of environment."
To build a high-performing team, King recommends the following
steps:
- Using a scale of one to 10, assess the individuals on your current
team according to their technical contribution, team playing ability,
communication skills, hustle factor and interpersonal relationships.
- Conduct a global rating of the team as a whole, using the same
one to 10 scale.
- List the strengths and weaknesses of each individual and your
team.
- Identify ways to build on the strengths and improve the weaknesses.
- Set a goal of having a "9+" team and coach the players
to improved performance.
Sutton asserts that one of the best ways to build relationships
with team members is to communicate with them on an individual basis.
He recommends monthly one-to-ones with the people who work for you,
using the following guidelines:
- Schedule each one-to-one in ink and stick to your commitments.
- Each one-to-one should last 30 to 60 minutes.
- Make it their one-to-one, not yours. This is an opportunity
for the people who report to you to talk about anything they want.
- Guarantee confidentiality.
- Ask a lot of questions and listen carefully.
"Great one-to-ones will strengthen your relationships with
the people who report to you," says Sutton. "More important,
your people will work very hard for you because you listen to them."
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How To Succeed as a Second-In-Command
To enhance your ability to survive and thrive
as a second-in-command, says Coffey, keep the following in mind:
- Define company objectives and manage according to those objectives.
- Identify the CEO's new role, highlight his contribution within
the whole company and assist him in his new role.
- Keep the CEO informed. Bad news is okay as long as it doesn't
come as a surprise.
- Insist on holding to your meeting/communication schedules.
Unless you communicate on a regular basis, you will both be working
off assumptions.
- Stretch your authority. If you're not sure whether it's your
call or the CEO's, assume by default that it's yours.
- Put yourself in your CEO's shoes from time to time. This will
allow you to be a step ahead or at least in sync with your boss.
- Accomplish the business objectives you have set. This will
demonstrate your ability to produce results and improve your chances
of survival when tough times hit and everyone is scrambling.
"Above all, pay attention to the CEO and manage the relationship,"
concludes Coffey. "Don't allow yourself to so get buried in
the nuts and bolts that you forget who you're working for."
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