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 position, explaining in his new e-book that being a profitable chief, working a enterprise, and doing it terribly good isn't really a full-time activity. In 60-Minute CEO: the quick song to best management, go makes the case that the one maximum determinant of commercial luck revolves round the activity on the best. pass means that crucial, and infrequently ignored, responsibility for a CEO is considering how you can increase his or her enterprise and the way to be a pace-setter. go additionally finds mediocre chief will be reworked into an exemplary one just by refining key issues: considering and personality. In Cross's trademark conversational kind, he conveys why technique and execution, whereas vital, may still take a again seat to authenticity and accountability, and that the basic parts of the CEO function could be finished in different 60-minute periods each week....
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Extra resources for 60-Minute CEO. Mastering Leadership an Hour at a Time
Thinking is fun when we have a reliable framework to guide us. Until now, there’s been no equivalent to the frameworks we have for thinking about other parts of our businesses; there’s been no framework that makes it easy, and even fun, for us to think, explicitly, about the greatest determinant of business success … the Job at the Top! In this chapter I’ll introduce you to one framework for thinking explicitly about your Job at the Top (in addition to the two key questions posed in chapter 5), and we’ll look at how it fits in as the linchpin and the accelerant for everything else in your company.
Twenty years ago, we could segment people into groups and pretty much understand what it would take to win their business by looking at correlations between their past buying behaviors and things like age, income, geographical region, family, purchasing history, ethnicity, and so on. Decision modeling—correlating observations from the past to predict future behaviors—had come on the scene in the mid-1960s and had taken business analytics by storm. Complemented by the concurrent emergence of low-cost computational power, decision modeling became the standard approach to projecting people’s proclivities for buying things and, by extension, for how to sell to them.
Include things that are beyond—way beyond—the boundaries of what you sell them. For some businesses this might mean connecting with customers through interest in their kids, their favorite places, or their hobbies. Salespeople should ask questions about customers’ personal lives and take notes to remember recent conversations, so they can continue the dialogue in the next encounter. Nordstrom raised this sales technique to a high art. Other businesses might find that their customers care about golf or cars or politics or a certain charity.
60-Minute CEO. Mastering Leadership an Hour at a Time by Dick Cross