Nov 19, 2017 05:57 PM
(This post was last modified: Nov 19, 2017 06:01 PM by C C.)
https://www.ribbonfarm.com/2017/11/09/ceos-dont-steer/
EXCERPT: [...] You don’t want a CEO to be an intellectually stimulating bon vivant who can float like a butterfly, sting like a bee, wafting through rich landscapes of thought, making subtle subcultural references and in-jokes. That’s a job for people like me in the chatteratti class.
You want a grinding, relentless, tank-like drive in a seemingly unshakeable direction that builds shareholder value. If you’re in the way, you get crushed. If you’re off to one side, you are ignored. You’re looking for a resistance is futile affect. Terminator, not Tarantino. Force of Nature, not Beautiful Mind.
CEOs may make many decisions but they are not steering decisions. They may set a course when they first ascend to the job, and temporarily maneuver in unstable ways to restore normalcy if they get knocked off course, but that’s it.
CEOs don’t steer. All apparent exceptions will be explained shortly.
They may help a report solve a problem or remove an obstacle or make suggestions about how someone else should steer. They may even underwrite a steering decision proposed and executed by others. Even ones they don’t believe in, as a hedge against being wrong.
But in their own role, they don’t steer...
MORE: https://www.ribbonfarm.com/2017/11/09/ceos-dont-steer/
EXCERPT: [...] You don’t want a CEO to be an intellectually stimulating bon vivant who can float like a butterfly, sting like a bee, wafting through rich landscapes of thought, making subtle subcultural references and in-jokes. That’s a job for people like me in the chatteratti class.
You want a grinding, relentless, tank-like drive in a seemingly unshakeable direction that builds shareholder value. If you’re in the way, you get crushed. If you’re off to one side, you are ignored. You’re looking for a resistance is futile affect. Terminator, not Tarantino. Force of Nature, not Beautiful Mind.
CEOs may make many decisions but they are not steering decisions. They may set a course when they first ascend to the job, and temporarily maneuver in unstable ways to restore normalcy if they get knocked off course, but that’s it.
CEOs don’t steer. All apparent exceptions will be explained shortly.
They may help a report solve a problem or remove an obstacle or make suggestions about how someone else should steer. They may even underwrite a steering decision proposed and executed by others. Even ones they don’t believe in, as a hedge against being wrong.
But in their own role, they don’t steer...
MORE: https://www.ribbonfarm.com/2017/11/09/ceos-dont-steer/
