Why? During the recent Great Recession (2005 – 2009) the average Vistage CEO Member companies in the US grew an average +5.8% CAGR while D&B companies declined on average -9.2% over the same time period.
How much was attributed to “dumb luck” or:
Making better decisions – Strategy, Finance, and Human Capital?
Accountability – Who holds the CEO accountable? How does the CEO hold the leadership team accountable? How does the leadership team hold the management team accountable? What are the KPIs used to measure accountability, and how are they aligned with the CEO’s and corporate’s goals?
How well are the different facets of the company – divisions, offices, product lines, employment/management levels – aligned with the corporate (Participative, Expertise, or Authenticity) culture?
Growth – What are the growth goals for the CEO, leadership team, managers, and employees? What are the organic growth goals for the company, product lines, divisions, offices, and through acquisitions?
Isolation – Whom can the CEO discuss with full openness and honesty the challenges, opportunities, frustrations, and personal attacks the CEO faces?
Where can the CEO propose/find innovative solutions to challenges/opportunities and receive unbiased, open, honest recommendations from people with “no skin in the game?”
Change – Where does the CEO find out about coming external changes and how are other CEOs addressing those changes? Ex: Millennials, regulations, health laws, work rules, banking restrictions, etc.?
How does the CEO motivate internal change to stay competitive with the changing external world? How does the CEO encourage risk taking to ensure their company and its businesses are the most competitive in their industries?
CAN YOU AFFORD NOT TO DEVELOP YOUR LEADERSHIP SKILLS AND LEADERS THROUGH OUT YOUR ORGANIZATION?