60-Minute CEO. Mastering Leadership an Hour at a Time by Dick Cross

By Dick Cross

Looking towards the C-suite? Take heed. writer and serial CEO Dick move pulls again the curtain in this most sensible management function, explaining in his new e-book that being a profitable chief, operating a company, and doing it terribly good isn't really a full-time activity. In 60-Minute CEO: the quick song to best management, pass makes the case that the one maximum determinant of industrial luck revolves round the activity on the most sensible. move means that crucial, and sometimes neglected, responsibility for a CEO is considering tips to increase his or her company and the way to be a pacesetter. pass additionally finds mediocre chief could be remodeled into an exemplary one just by refining key issues: pondering and personality. In Cross's trademark conversational sort, he conveys why process and execution, whereas vital, may still take a again seat to authenticity and accountability, and that the basic components of the CEO position could be entire in numerous 60-minute classes each week....

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Their lives were about character, character that inspired countless others to be better than they would have been otherwise. These heroes inspired those who followed with the principles of character they talked about, demonstrated, and reinforced through their every thought and action. You probably have felt the influence of a person like this at the helm, in a company where the atmosphere is electric. At such companies, everyone seems energetically locked together to accomplish something great.

That’s the way it’s supposed to work. But if you persist, the odds are high that you’ll begin seeing things about your business that you hadn’t seen before. You’ll be thinking like a CEO. Chapter 8 What Your Customers Want … Right Now! If you’ve read chapter 7, “Your Big Picture on the Back of an Envelope,” you’ll recall that I described the right way to think about customers, not according to who they are—their demographics—but rather according to what’s important to them. You need to look far beyond the boundaries of what you sell them for clues to what they really care about.

But then, a light goes off! Reaching clumsily for his wallet, he steps forward. And with relief, he pushes a business card triumphantly into my face: “See, it says it right here … CEO. ” The fact is that few of us, even those who’ve been at it a long time and have generated great results, can explain how we do the Job at the Top. But I can. Not because I’m any smarter than anyone else, but because it’s been my conscious obsession over two and a half decades. I’m passionate about running companies and teaching others how to do it.

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