Note). When Simon challenged the position of CEO, the directors were all impressed by his recent impressive performance, but they didn’t quite understand the reasons behind them, so they doubted whether these achievements could be replicated. Therefore, the board of directors chose another candidate who was more “safe”-to achieve stable and predictable results year after year.
Our data also proves that reliability is essential. Among the outstanding CEO candidates, 94% have achieved high scores in stably fulfilling their promises.
One of the keys to stable performance is to set realistic goals from the beginning. In the first few weeks of taking office, robust CEOs can resist the temptation to cut directly into the execution model. They will carefully study budgets and plans, communicate with directors, employees and customers, and understand the expectations of all parties. At the same time, they will quickly evaluate the business and form their own opinions-both realistic and in line with the expectations of all parties.
CEOs with high reliability scores are also good at using other techniques. Three-quarters of people score high on organizational planning skills. They build a business management system: cleverly combine meetings and various indicators, clarify responsibilities, and establish multiple channels for monitoring performance and correcting errors. Most importantly, they can gather excellent teams around themselves.
It should be noted that there is no perfect combination of all-purpose behaviors for every CEO. The industry and company background determine which behaviors and skills are most important in a given situation. For example, CEOs in fast-changing industries such as technology must be particularly proactive in adapting. But for more stable fields, adaptability is less important.
You may wonder, are basic qualities such as moral integrity important? These are the key elements when sifting out unsuitable candidates, but these basic elements cannot help you get rid of the waste. In our sample, 100% of underperforming CEOs scored high on moral integrity, and 97% of them also scored high on professional ethics.
Finally, our research shows that success in leadership is not based on unchangeable traits or endowments that are difficult for mortals to reach. There is no secret formula: determination, ability to unite shareholders, adaptability and reliability . Although there is no one-size-fits-all approach, focusing on these basic behaviors will increase the likelihood of the board of directors choosing the right CEO and increase the chances of success for the leader in this position.
Keyword: Leadership