CEO logic: how to think and act like a chief executive by C. Ray Johnson

By C. Ray Johnson

This e-book starts off with the rules of industrial good fortune: the improvement of a enterprise philosophy that works for you, and the strategic software of that philosophy in all components of your pastime.

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What significant unanticipated events or surprises have you experienced? What can you do to avoid similar occurrences in the future? Step 5: How Are You Measuring Performance, Progress, and Yourself? In order to know whether you're focusing on the right issues, as CEO and/or senior management, you must make sure you have timely, accurate, relevant, and understandable methods of measurement. Without good measurement, it's difficult to think clearly and proactively about issues. A few tips are worth keeping in mind.

Page 35 Evaluate the candidate's level of enthusiasm. Once the candidate understands the company's competitive advantages, the nature and responsibilities of the position, and the personal opportunities for growth and advancement, he must respond with enthusiasm about joining the company. The candidate should want the job, and should say so. No enthusiasm, no job offer. Avoid buying the candidate. Too often, companies will offer to pay far in excess of market value for candidates whom they consider to have especially good credentials or experience.

But the fundamentals must also be applied and executed across the range of practical, day-to-day business issues. Parts 2 and 3 discuss the business regimen I call "disciplines"so called because each discipline requires specific knowledge and considered application. Most fundamental thinking about businesswhether about human, physical, financial, technological, or intangible resourcesfalls within one of 10 essential management disciplines. These are the key areas of business decision-making that all CEOs, entrepreneurs, and high-level managers must master in order to be successful in their careers: Discipline 1: Business Operations Planning Discipline 2: People Management Discipline 3: Career Management Discipline 4: Sales Discipline 5: Numbers Discipline 6: Banking Discipline 7: Cash Management Discipline 8: Tough Times and Turnarounds Discipline 9: Acquisitions Discipline 10: Leadership Chapters 3 through 11 are about managing through the execution of nine of these 10 disciplines.

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