![\"\"](\"\/\/www.iser-br.com\/Themes\/Release\/images\/responsive\/ettelecom-default.jpg\")
By Mohinish Sinha<\/strong>\n
The person at the top of the organisation has an inordinate impact on how customers, employees and partners experience the organisation. Every behavior of the CEO<\/a> magnifies and spreads to the rest of the organisation; positive behavior lesser so than negative behavior. If you are a new CEO<\/a>, you may be making any of these common mistakes.
\n
\nYou focus too much on pleasing the board or chairman <\/strong>
\n
\nAll CEOs focus on winning the confidence of the chairman. Delivering results consistently is the strongest way to do so. But new CEOs often obsess about delivering results at the cost of organisational capacity. The message they spread is \"meet the budgets come what may\", potentially making the executives take \"short cuts\" in the path to meeting numbers. They avoid bringing bad news to the chairman. In contrast, experienced CEOs focus on building a partnership with the chairman towards the success of the business, even when this process frequently feels like trying to tame a lion. They set mutually realistic expectations based upon on the true capacities of the organisation.
\n
\nYou compete with your team <\/strong>
\n
\nExperienced CEOs make the effort to know each person in their direct team. They find out each individual's likes, dislikes and aspirations. They know what drives each of them. They tend to have an excellent understanding of the capability of reach of the team members. Experienced CEOs nurture a set of people in their direct team who can be called in to bounce off ideas, for feedback and advice. However, new CEOs sometimes tend to compete with their direct team members. The team members respond with confusion and fear. Some even surrender their authority of their function or business unit to the CEO. In one case, for example, everyone in a company knew that the CEO, who was an erstwhile head of sales, was the \"real\" sales head.
\n
\nYou misread 'how others view you' <\/strong>
\n
\nExperienced CEOs recognise their stature in the organisation and are mindful of their 'public persona'. As a small example, they would make the effort to come on time for all meetings and official social events and do not drink \"with the boys\". On the other hand, new CEOs work hard to show that they are the same as others and try and fit in as a team member. For example, a new CEO may choose to challenge other people's ideas openly, like he always did, before he became the CEO. Only this time, people would take that as a message of the top boss and not challenge back and concede the point.
\n
\n
\n\t <\/span><\/div>\nYou think you should know it all <\/strong>
\n
\nCEOs often tell me that one of the big realisations they have had after becoming a CEO is the recognition of the power of the different functions. If you are one of those who has become a CEO after heading a function, this is particularly common. The nature of problems that you would encounter are essentially cross functional. The experienced ones know that their job is to get the right people staffed on the problem they are solving, share their perspective and vision of how the problem is impacting the business, give space to the team to operate and restrict their time to reviewing the work.
\n
\nNew CEOs feel the added responsibility of even providing the solution. The team whose job it was to solve the problem starts depending on the CEO for every problem solving situation and the CEO, in turn, feels valued for his contributions. I have once witnessed an impromptu hour-long meeting called by the head of admin and head of sales in the CEO's office on the topic: where to take an important visitor for meals during his visit a month later? It's not uncommon to see such CEOs working harder than their team. Chances are that the CEOs are sweating the small stuff in such situations and not working on things that matter. New CEOs find it difficult to admit that they need help when they do not know. They do not delegate and do not hold people accountable.
\n
\nYou make too many changes, too soon <\/strong>
\n
\nDigesting change is difficult for everyone. Yet, it is important for the new CEO to make a mark quickly. The first 90 days has now become a commonly held timeframe to assess a leader's fit for the role, sometimes unfairly I might add. One such CEO within the first month of taking on the role, fired the \"slackers\", dramatically increased the number of reviews he had with key functions and changed personnel policy on expenses incurred during business travel. It sounded alarm bells across the organisation that all was not well. It was bewildering as the company had so far been doing really well on results! Experienced CEOs diagnose what needs to change and then pace the change well by helping align people to the change needed. They force through changes when needed.
\n
\nAs someone said, if you are not making a mistake then you are not trying hard enough. It is impossible not to make mistakes. The important thing is to learn from them quickly. You will find as a new CEO very few resources available to you to help track how you are doing. Cultivate people who can disagree with you, find a network of people inside and outside the organisation who can give you accurate feedback and manage your own need to be patted on the back; chances are that you will not be making the same mistakes again.
\n
\n(The author is a director with Hay Group India)<\/em>
\n
\n\n<\/body>","next_sibling":[{"msid":46954746,"title":"How CEO appraisals really work in the Indian industry","entity_type":"ARTICLE","link":"\/news\/industry\/how-ceo-appraisals-really-work-in-the-indian-industry\/46954746","category_name":null,"category_name_seo":"industry"}],"related_content":[],"msid":46954789,"entity_type":"ARTICLE","title":"Five mistakes made by new CEOs","synopsis":"Every behavior of the CEO magnifies and spreads to the rest of the organisation. If you are a new CEO, you may be making any of these common mistakes.","titleseo":"industry\/five-mistakes-made-by-new-ceos","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":false,"artdate":"2015-04-17 11:12:18","lastupd":"2015-04-17 11:17:35","breadcrumbTags":["industry","CEO","Jobs","Hiring","career","Insights"],"secinfo":{"seolocation":"industry\/five-mistakes-made-by-new-ceos"}}" data-authors="[" "]" data-category-name="Industry" data-category_id="18" data-date="2015-04-17" data-index="article_1">
由Mohinish Sinha
顶部的人的组织的影响客户、员工和合作伙伴组织的经验。的每一个行为首席执行官放大和扩散到其他组织;积极的行为较小比消极的行为。如果你是一个新的首席执行官,你可能犯这些常见的错误。
你太过注重取悦董事会或董事长
所有ceo们专注于赢得的信心。成果一直是最强大的方法。但是新ceo常常痴迷于交付结果为代价的组织能力。他们传播的信息是“无论如何满足预算”,可能使高管会议上采取“捷径”路径数。他们避免带来坏消息的主席。乐动扑克相比之下,经验丰富的首席执行官关注建筑与董事长对合作业务的成功,即使这个过程经常感觉试图驯服一头狮子。他们相互切合实际的期望基于真实能力的组织。
你与你的团队
经验丰富的首席执行官们努力去了解每个人在他们的直接团队。他们发现每个人的喜欢,不喜欢和愿望。他们知道是什么驱使他们每个人。他们往往有一个很好的理解的能力的团队成员。经验丰富的首席执行官培养一组的人直接团队谁能被称为反弹想法,反馈和建议。然而,新首席执行官有时倾向于与他们直接团队成员。团队成员应对混乱和恐惧。有些人甚至放弃他们的权力功能或业务单元的CEO。在一个案例中,例如,一个公司的每个人都知道首席执行官是一个昔日的销售主管,谁是“真正的”销售主管。
你误解别人如何看待你
有经验的ceo们承认他们的组织中的地位和很注意他们的“公众形象”。作为一个小的例子,他们会努力按时来为所有会议和正式的社交活动,不喝“男孩”。另一方面,新首席执行官努力证明他们是一样的别人,试着适应作为一个团队成员。例如,一个新的CEO可以选择公开挑战别人的想法,他总是一样,在他成为首席执行官。只有这一次,人们会把这作为消息的前老板,而不是挑战,承认这一点。
你认为你应该知道这一切
CEO们经常告诉我,一个大实现。他们成为首席执行官后承认的力量不同的功能。如果你是那些已经成为首席执行官后向一个函数,这是特别常见。你会遇到的问题的本质实质上是跨职能。有经验的知道他们的职责是让合适的人组成的问题解决,分享他们的角度和视野的问题是如何影响业务,给团队运作和空间限制他们的时间来审查工作。
新ceo感到甚至提供解决方案的补充责任。工作就是解决问题的团队开始根据每个问题解决情况和CEO的CEO,反过来,为他的贡献自己的价值。我曾经目睹即兴一小时的会议称为管理主管和销售主管在主题:CEO的办公室,把饮食的一个重要访客访问期间一个月后吗?不难看到这样的ceo们比他们的团队工作。很可能的ceo出汗小事在这种情况下,而不是工作的事情。新ceo很难承认,当他们不知道他们需要帮助。他们不代表,没有人负责。
你做太多的改变,太早
消化的变化对每个人来说都是困难的。然而,重要的是新CEO马克很快。第一个90天现在已经成为一个普遍持有的时间表来评估一个领袖的适合这个角色,有时不公平我可能增加。其中一个CEO在承担这个角色的第一个月,解雇了“懒虫”,极大地提高了评论他的关键功能和改变人员在商务旅行费用政策。听起来警钟在整个组织,都没有很好地。这是令人眼花缭乱的公司到目前为止已经做得很好结果!经验丰富的首席执行官诊断需要改变什么,然后速度变化以及通过帮助人们所需的变化一致。在需要的时候他们强行通过改变。
有人说,如果你不犯错然后你不够努力。不犯错是不可能的。最重要的是要从错误中学习。你会发现一个新的CEO很少可用资源来帮助跟踪你正在做的事情。培养人不同意你的意见,可以找到一个网络组织内外的人可以给你准确的反馈和管理自己的需要拍背面;很可能你就不会再犯同样的错误。
(作者是一个导演,Hay Group印度)
By Mohinish Sinha<\/strong>
\n
The person at the top of the organisation has an inordinate impact on how customers, employees and partners experience the organisation. Every behavior of the CEO<\/a> magnifies and spreads to the rest of the organisation; positive behavior lesser so than negative behavior. If you are a new CEO<\/a>, you may be making any of these common mistakes.
\n
\nYou focus too much on pleasing the board or chairman <\/strong>
\n
\nAll CEOs focus on winning the confidence of the chairman. Delivering results consistently is the strongest way to do so. But new CEOs often obsess about delivering results at the cost of organisational capacity. The message they spread is \"meet the budgets come what may\", potentially making the executives take \"short cuts\" in the path to meeting numbers. They avoid bringing bad news to the chairman. In contrast, experienced CEOs focus on building a partnership with the chairman towards the success of the business, even when this process frequently feels like trying to tame a lion. They set mutually realistic expectations based upon on the true capacities of the organisation.
\n
\nYou compete with your team <\/strong>
\n
\nExperienced CEOs make the effort to know each person in their direct team. They find out each individual's likes, dislikes and aspirations. They know what drives each of them. They tend to have an excellent understanding of the capability of reach of the team members. Experienced CEOs nurture a set of people in their direct team who can be called in to bounce off ideas, for feedback and advice. However, new CEOs sometimes tend to compete with their direct team members. The team members respond with confusion and fear. Some even surrender their authority of their function or business unit to the CEO. In one case, for example, everyone in a company knew that the CEO, who was an erstwhile head of sales, was the \"real\" sales head.
\n
\nYou misread 'how others view you' <\/strong>
\n
\nExperienced CEOs recognise their stature in the organisation and are mindful of their 'public persona'. As a small example, they would make the effort to come on time for all meetings and official social events and do not drink \"with the boys\". On the other hand, new CEOs work hard to show that they are the same as others and try and fit in as a team member. For example, a new CEO may choose to challenge other people's ideas openly, like he always did, before he became the CEO. Only this time, people would take that as a message of the top boss and not challenge back and concede the point.
\n
\n
\n
\nCEOs often tell me that one of the big realisations they have had after becoming a CEO is the recognition of the power of the different functions. If you are one of those who has become a CEO after heading a function, this is particularly common. The nature of problems that you would encounter are essentially cross functional. The experienced ones know that their job is to get the right people staffed on the problem they are solving, share their perspective and vision of how the problem is impacting the business, give space to the team to operate and restrict their time to reviewing the work.
\n
\nNew CEOs feel the added responsibility of even providing the solution. The team whose job it was to solve the problem starts depending on the CEO for every problem solving situation and the CEO, in turn, feels valued for his contributions. I have once witnessed an impromptu hour-long meeting called by the head of admin and head of sales in the CEO's office on the topic: where to take an important visitor for meals during his visit a month later? It's not uncommon to see such CEOs working harder than their team. Chances are that the CEOs are sweating the small stuff in such situations and not working on things that matter. New CEOs find it difficult to admit that they need help when they do not know. They do not delegate and do not hold people accountable.
\n
\nYou make too many changes, too soon <\/strong>
\n
\nDigesting change is difficult for everyone. Yet, it is important for the new CEO to make a mark quickly. The first 90 days has now become a commonly held timeframe to assess a leader's fit for the role, sometimes unfairly I might add. One such CEO within the first month of taking on the role, fired the \"slackers\", dramatically increased the number of reviews he had with key functions and changed personnel policy on expenses incurred during business travel. It sounded alarm bells across the organisation that all was not well. It was bewildering as the company had so far been doing really well on results! Experienced CEOs diagnose what needs to change and then pace the change well by helping align people to the change needed. They force through changes when needed.
\n
\nAs someone said, if you are not making a mistake then you are not trying hard enough. It is impossible not to make mistakes. The important thing is to learn from them quickly. You will find as a new CEO very few resources available to you to help track how you are doing. Cultivate people who can disagree with you, find a network of people inside and outside the organisation who can give you accurate feedback and manage your own need to be patted on the back; chances are that you will not be making the same mistakes again.
\n
\n(The author is a director with Hay Group India)<\/em>
\n
\n\n<\/body>","next_sibling":[{"msid":46954746,"title":"How CEO appraisals really work in the Indian industry","entity_type":"ARTICLE","link":"\/news\/industry\/how-ceo-appraisals-really-work-in-the-indian-industry\/46954746","category_name":null,"category_name_seo":"industry"}],"related_content":[],"msid":46954789,"entity_type":"ARTICLE","title":"Five mistakes made by new CEOs","synopsis":"Every behavior of the CEO magnifies and spreads to the rest of the organisation. If you are a new CEO, you may be making any of these common mistakes.","titleseo":"industry\/five-mistakes-made-by-new-ceos","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":false,"artdate":"2015-04-17 11:12:18","lastupd":"2015-04-17 11:17:35","breadcrumbTags":["industry","CEO","Jobs","Hiring","career","Insights"],"secinfo":{"seolocation":"industry\/five-mistakes-made-by-new-ceos"}}" data-authors="[" "]" data-category-name="Industry" data-category_id="18" data-date="2015-04-17" data-index="article_1">
由Mohinish Sinha
顶部的人的组织的影响客户、员工和合作伙伴组织的经验。的每一个行为首席执行官放大和扩散到其他组织;积极的行为较小比消极的行为。如果你是一个新的首席执行官,你可能犯这些常见的错误。
你太过注重取悦董事会或董事长
所有ceo们专注于赢得的信心。成果一直是最强大的方法。但是新ceo常常痴迷于交付结果为代价的组织能力。他们传播的信息是“无论如何满足预算”,可能使高管会议上采取“捷径”路径数。他们避免带来坏消息的主席。乐动扑克相比之下,经验丰富的首席执行官关注建筑与董事长对合作业务的成功,即使这个过程经常感觉试图驯服一头狮子。他们相互切合实际的期望基于真实能力的组织。
你与你的团队
经验丰富的首席执行官们努力去了解每个人在他们的直接团队。他们发现每个人的喜欢,不喜欢和愿望。他们知道是什么驱使他们每个人。他们往往有一个很好的理解的能力的团队成员。经验丰富的首席执行官培养一组的人直接团队谁能被称为反弹想法,反馈和建议。然而,新首席执行官有时倾向于与他们直接团队成员。团队成员应对混乱和恐惧。有些人甚至放弃他们的权力功能或业务单元的CEO。在一个案例中,例如,一个公司的每个人都知道首席执行官是一个昔日的销售主管,谁是“真正的”销售主管。
你误解别人如何看待你
有经验的ceo们承认他们的组织中的地位和很注意他们的“公众形象”。作为一个小的例子,他们会努力按时来为所有会议和正式的社交活动,不喝“男孩”。另一方面,新首席执行官努力证明他们是一样的别人,试着适应作为一个团队成员。例如,一个新的CEO可以选择公开挑战别人的想法,他总是一样,在他成为首席执行官。只有这一次,人们会把这作为消息的前老板,而不是挑战,承认这一点。
CEO们经常告诉我,一个大实现。他们成为首席执行官后承认的力量不同的功能。如果你是那些已经成为首席执行官后向一个函数,这是特别常见。你会遇到的问题的本质实质上是跨职能。有经验的知道他们的职责是让合适的人组成的问题解决,分享他们的角度和视野的问题是如何影响业务,给团队运作和空间限制他们的时间来审查工作。
新ceo感到甚至提供解决方案的补充责任。工作就是解决问题的团队开始根据每个问题解决情况和CEO的CEO,反过来,为他的贡献自己的价值。我曾经目睹即兴一小时的会议称为管理主管和销售主管在主题:CEO的办公室,把饮食的一个重要访客访问期间一个月后吗?不难看到这样的ceo们比他们的团队工作。很可能的ceo出汗小事在这种情况下,而不是工作的事情。新ceo很难承认,当他们不知道他们需要帮助。他们不代表,没有人负责。
你做太多的改变,太早
消化的变化对每个人来说都是困难的。然而,重要的是新CEO马克很快。第一个90天现在已经成为一个普遍持有的时间表来评估一个领袖的适合这个角色,有时不公平我可能增加。其中一个CEO在承担这个角色的第一个月,解雇了“懒虫”,极大地提高了评论他的关键功能和改变人员在商务旅行费用政策。听起来警钟在整个组织,都没有很好地。这是令人眼花缭乱的公司到目前为止已经做得很好结果!经验丰富的首席执行官诊断需要改变什么,然后速度变化以及通过帮助人们所需的变化一致。在需要的时候他们强行通过改变。
有人说,如果你不犯错然后你不够努力。不犯错是不可能的。最重要的是要从错误中学习。你会发现一个新的CEO很少可用资源来帮助跟踪你正在做的事情。培养人不同意你的意见,可以找到一个网络组织内外的人可以给你准确的反馈和管理自己的需要拍背面;很可能你就不会再犯同样的错误。
(作者是一个导演,Hay Group印度)
By Mohinish Sinha<\/strong>\n
The person at the top of the organisation has an inordinate impact on how customers, employees and partners experience the organisation. Every behavior of the CEO<\/a> magnifies and spreads to the rest of the organisation; positive behavior lesser so than negative behavior. If you are a new CEO<\/a>, you may be making any of these common mistakes.
\n
\nYou focus too much on pleasing the board or chairman <\/strong>
\n
\nAll CEOs focus on winning the confidence of the chairman. Delivering results consistently is the strongest way to do so. But new CEOs often obsess about delivering results at the cost of organisational capacity. The message they spread is \"meet the budgets come what may\", potentially making the executives take \"short cuts\" in the path to meeting numbers. They avoid bringing bad news to the chairman. In contrast, experienced CEOs focus on building a partnership with the chairman towards the success of the business, even when this process frequently feels like trying to tame a lion. They set mutually realistic expectations based upon on the true capacities of the organisation.
\n
\nYou compete with your team <\/strong>
\n
\nExperienced CEOs make the effort to know each person in their direct team. They find out each individual's likes, dislikes and aspirations. They know what drives each of them. They tend to have an excellent understanding of the capability of reach of the team members. Experienced CEOs nurture a set of people in their direct team who can be called in to bounce off ideas, for feedback and advice. However, new CEOs sometimes tend to compete with their direct team members. The team members respond with confusion and fear. Some even surrender their authority of their function or business unit to the CEO. In one case, for example, everyone in a company knew that the CEO, who was an erstwhile head of sales, was the \"real\" sales head.
\n
\nYou misread 'how others view you' <\/strong>
\n
\nExperienced CEOs recognise their stature in the organisation and are mindful of their 'public persona'. As a small example, they would make the effort to come on time for all meetings and official social events and do not drink \"with the boys\". On the other hand, new CEOs work hard to show that they are the same as others and try and fit in as a team member. For example, a new CEO may choose to challenge other people's ideas openly, like he always did, before he became the CEO. Only this time, people would take that as a message of the top boss and not challenge back and concede the point.
\n
\n
\n\t <\/span><\/div>\nYou think you should know it all <\/strong>
\n
\nCEOs often tell me that one of the big realisations they have had after becoming a CEO is the recognition of the power of the different functions. If you are one of those who has become a CEO after heading a function, this is particularly common. The nature of problems that you would encounter are essentially cross functional. The experienced ones know that their job is to get the right people staffed on the problem they are solving, share their perspective and vision of how the problem is impacting the business, give space to the team to operate and restrict their time to reviewing the work.
\n
\nNew CEOs feel the added responsibility of even providing the solution. The team whose job it was to solve the problem starts depending on the CEO for every problem solving situation and the CEO, in turn, feels valued for his contributions. I have once witnessed an impromptu hour-long meeting called by the head of admin and head of sales in the CEO's office on the topic: where to take an important visitor for meals during his visit a month later? It's not uncommon to see such CEOs working harder than their team. Chances are that the CEOs are sweating the small stuff in such situations and not working on things that matter. New CEOs find it difficult to admit that they need help when they do not know. They do not delegate and do not hold people accountable.
\n
\nYou make too many changes, too soon <\/strong>
\n
\nDigesting change is difficult for everyone. Yet, it is important for the new CEO to make a mark quickly. The first 90 days has now become a commonly held timeframe to assess a leader's fit for the role, sometimes unfairly I might add. One such CEO within the first month of taking on the role, fired the \"slackers\", dramatically increased the number of reviews he had with key functions and changed personnel policy on expenses incurred during business travel. It sounded alarm bells across the organisation that all was not well. It was bewildering as the company had so far been doing really well on results! Experienced CEOs diagnose what needs to change and then pace the change well by helping align people to the change needed. They force through changes when needed.
\n
\nAs someone said, if you are not making a mistake then you are not trying hard enough. It is impossible not to make mistakes. The important thing is to learn from them quickly. You will find as a new CEO very few resources available to you to help track how you are doing. Cultivate people who can disagree with you, find a network of people inside and outside the organisation who can give you accurate feedback and manage your own need to be patted on the back; chances are that you will not be making the same mistakes again.
\n
\n(The author is a director with Hay Group India)<\/em>
\n
\n\n<\/body>","next_sibling":[{"msid":46954746,"title":"How CEO appraisals really work in the Indian industry","entity_type":"ARTICLE","link":"\/news\/industry\/how-ceo-appraisals-really-work-in-the-indian-industry\/46954746","category_name":null,"category_name_seo":"industry"}],"related_content":[],"msid":46954789,"entity_type":"ARTICLE","title":"Five mistakes made by new CEOs","synopsis":"Every behavior of the CEO magnifies and spreads to the rest of the organisation. If you are a new CEO, you may be making any of these common mistakes.","titleseo":"industry\/five-mistakes-made-by-new-ceos","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":false,"artdate":"2015-04-17 11:12:18","lastupd":"2015-04-17 11:17:35","breadcrumbTags":["industry","CEO","Jobs","Hiring","career","Insights"],"secinfo":{"seolocation":"industry\/five-mistakes-made-by-new-ceos"}}" data-news_link="//www.iser-br.com/news/industry/five-mistakes-made-by-new-ceos/46954789">
\n
\nCEOs often tell me that one of the big realisations they have had after becoming a CEO is the recognition of the power of the different functions. If you are one of those who has become a CEO after heading a function, this is particularly common. The nature of problems that you would encounter are essentially cross functional. The experienced ones know that their job is to get the right people staffed on the problem they are solving, share their perspective and vision of how the problem is impacting the business, give space to the team to operate and restrict their time to reviewing the work.
\n
\nNew CEOs feel the added responsibility of even providing the solution. The team whose job it was to solve the problem starts depending on the CEO for every problem solving situation and the CEO, in turn, feels valued for his contributions. I have once witnessed an impromptu hour-long meeting called by the head of admin and head of sales in the CEO's office on the topic: where to take an important visitor for meals during his visit a month later? It's not uncommon to see such CEOs working harder than their team. Chances are that the CEOs are sweating the small stuff in such situations and not working on things that matter. New CEOs find it difficult to admit that they need help when they do not know. They do not delegate and do not hold people accountable.
\n
\nYou make too many changes, too soon <\/strong>
\n
\nDigesting change is difficult for everyone. Yet, it is important for the new CEO to make a mark quickly. The first 90 days has now become a commonly held timeframe to assess a leader's fit for the role, sometimes unfairly I might add. One such CEO within the first month of taking on the role, fired the \"slackers\", dramatically increased the number of reviews he had with key functions and changed personnel policy on expenses incurred during business travel. It sounded alarm bells across the organisation that all was not well. It was bewildering as the company had so far been doing really well on results! Experienced CEOs diagnose what needs to change and then pace the change well by helping align people to the change needed. They force through changes when needed.
\n
\nAs someone said, if you are not making a mistake then you are not trying hard enough. It is impossible not to make mistakes. The important thing is to learn from them quickly. You will find as a new CEO very few resources available to you to help track how you are doing. Cultivate people who can disagree with you, find a network of people inside and outside the organisation who can give you accurate feedback and manage your own need to be patted on the back; chances are that you will not be making the same mistakes again.
\n
\n(The author is a director with Hay Group India)<\/em>
\n
\n\n<\/body>","next_sibling":[{"msid":46954746,"title":"How CEO appraisals really work in the Indian industry","entity_type":"ARTICLE","link":"\/news\/industry\/how-ceo-appraisals-really-work-in-the-indian-industry\/46954746","category_name":null,"category_name_seo":"industry"}],"related_content":[],"msid":46954789,"entity_type":"ARTICLE","title":"Five mistakes made by new CEOs","synopsis":"Every behavior of the CEO magnifies and spreads to the rest of the organisation. If you are a new CEO, you may be making any of these common mistakes.","titleseo":"industry\/five-mistakes-made-by-new-ceos","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":false,"artdate":"2015-04-17 11:12:18","lastupd":"2015-04-17 11:17:35","breadcrumbTags":["industry","CEO","Jobs","Hiring","career","Insights"],"secinfo":{"seolocation":"industry\/five-mistakes-made-by-new-ceos"}}" data-news_link="//www.iser-br.com/news/industry/five-mistakes-made-by-new-ceos/46954789">
评论
现在评论 阅读评论(1)所有评论
找到这个评论进攻?
下面选择你的理由并单击submit按钮。这将提醒我们的版主采取行动