He tenido la oportunidad de asistir al CEO Rising Summit, organizado por Chief Executive Group de USA.
4 ponentes de lujo nos aportaron sus ideas y precisiones para actuar en el día a día y especialmente en esta salida de la crisis originada por el confinamiento de la pandemia del Covid-19.
- Jim Collins, no hace falta presentarlo, hablará de cómo re-enfocar los equipos para continuar con un crecimiento sostenible en las circunstancia actuales
- Ram Charan, autor de varios libros, especialista en la toma de Decisiones y la Estrategia.
- Verne Harnish, autor de Scaling Up, (Mastering the Rockefeller Habits 2.0) e impulsor de la asociación Scaling Up Business Coaches para difundir el modelo de gestión empresarial especialmente diseñado para empresas en crecimiento.
- Patrick Lencioni, las personas es lo más importante, liderazgo y trabajo en equipo en estos nuevos momentos. Cómo crear momentum.
Me parece oportuno compartir algunas de sus enseñanzas. Espero que sean de vuestro interés.
Good is the enemy of great
Questions are better than answers
- Do we have 90% of key seats on bus filled with the right people?
Who should be on the bus? Key seats with the right people.
Do we have the people able to adapt to the next?
How do we assume that we have the right people?
Be rigorous developing people
CEO’s should take care of their people not to their career
- What are the brutal facts and how can we do better job of embracing both sides of the Stockdale Paradox?
We must confront things as they are
- How, if at all in this great change, should we change our flywheel?
Intelligent and consistent discipline, building flywheel momentum
It will be a logical momentum. When should we change the flywheel till have the right one?
- What should be on our «stop doing» list?
Core Values don’t change, practices must change. Preserve the Core, stimulate progress
- How can you help someone else – how can you be of service to others in this time? 5th level of leadership, what if? Who needs our help? How can we be observers?
Are you ready to be a winner after this crisis?
- Understand and monitor the external context
Look out, is changing fast. Talk to the people and detect what is changing, the challenge is to know what is relevant
2. Safety is #1 priority
Keep and make to keep the rules of safety. The Covid is not a game. Reprimand to people whom don’t care about rules of safety
3. Focus on cash first and liquidity – before costs or P&L
Manage cash, week by week, where it comes from, where it goes.
4. Then focus on Cost structure -if revenues aren’t coming back, reduce your cost structure – quickly
Re-start for a new dimension. KPI for cash not for P&L
5. Productivity and innovation – will help you get new customers and revenues. Need to invest in people who will help you innovate. Innovation is not negotiable. Think about faster, cheaper and better performance and products
Invest money for getting money back
6. Building a new future
Where are the new opportunities? Create a team to ensure R+D oriented to the market, to see where the new opportunities are
7. Building digital tools. AI is expensive and cost a lot of money
4 priorities for digitalization:
- Connect your business with your customer one
- Supply change
- Data is in silos, try to connect these silos
- Pricing, be dynamic as you can
8. Make sure you have the right people in the right jobs. Be very honest with your people and be sure they are the good ones for the new roles or situations. Re- training people or fire the ones won’t be “A” performers.
The 3 most important priorities for a CEO, every Sunday evening, prepare a plan for all week, with the following subjects
- Related customer behavior
- Payments and cash
- People priorities
Which type of a leader are you?
Two types: the one’s serves people, the one’s wants to be served by people.
CEO’s have become more humans and with personal connection with his people than never was before. And it will not come back
5 responsibilities, roles, actions, the CEO’S don’t like to do but they must do.
- Don’t like to have difficult, uncomfort, conversations.
They abdicate, to somebody else but they must do. They ask other people to do, but nobody can talk the truth to somebody else
- I don’t like to manage people. My managers are autonomous, they know what to do. This is wrong, everybody needs to be managed, to know their goals, how means to be successful.
Manage the direct team is imperative.
- We must take responsibility for building execution leadership team. CEO’s must be, sponsor, driver, for the team working together. Cohesive the leadership team
- Running meetings. Is the first job of the CEO. Challenge people focus on the main thing, priority of the company. Give direction
- CEO’s don`t like to repeat. But they should do. Focus on what matters. People until they listen 7 times the same don’t realize that is the important thing.
CEO’s should show humility and vulnerability, they became more human and trustworthy. The leaders have a human role, show compassion. The leaders should ask for help when needed.
An affordable team, between 5 and 9 people. More than that they don’t listen each other during meetings and is very difficult to focus on the main things or priorities. And of course, try to emphasize the FIRST ONE.
Great leaders absorb fear and exude hope
Often, we are in a marathon through a minefield
#1 KPI – Talk Time / Face Time
Learn – Decide – Act, and again repeat the process
Pivot – Strategy
Process – Execution
Price – Cash
It takes a lot of courage to go where you have never been before in business
Always have in mind: What you do really matters, you are not alone!!