Well, actually, I met a CEO today, but thought it sounded a bit pompous to write that as the title….
I met a CEO yesterday to talk about his management style and how his experiences have shaped his approach to work. The business has a £240 million turnover, and staff of 2,700. He’s been working for 30 years so he’s seen some stuff in his time. As we talked, he gave me some anecdotes to illustrate points, but as part of a numbered, reasoned answer. So that’s how I summarised the conversation:
- Work out what your values are and maintain them.
- Get out of your cultural comfort zone, it’s often overlooked but is important to do it.
- Accept that some decisions are for the short term and some are for the long term and have different impacts.
- Trust your instinct but get validation through evidence where possible.
- Don’t let emotion make you react too quickly and make mistakes.
- When considering taking a risk, get as much information as you can, to make yourself secure and confident in your risk taking.
- When making a decision about growing your business, decide what you are prepared to risk – all of your house, or downsizing. What’s the bottom line for you and your family?
- Balance the risk of making a wrong decision against making no decision at all.
- It’s ok to say “I won’t be making a decision about this for a month”. But when the month is up, make the decision!
- If you’ve got a big market and there is an opportunity to collaborate with competition, do it.
- Don’t let competitors distract you from your core business.
- Don’t focus on one big competitor, because there’s always another coming over the hill that you don’t know about.
- Delegating = hiring the best person you can and letting them get on with it.
- Surround yourself with experts.
- Incremental growth is good. Most businesses that grow quickly don’t last.
- Commission drives activity, not loyalty.
Interesting stuff. What do you think of it?