PDF Summary:The CEO Next Door, by Elena L. Botelho and Kim R. Powell

Have you ever wondered what truly sets thriving CEOs apart? The CEO Next Door by Elena L. Botelho and Kim R. Powell uncovers the traits and habits that enable success at the highest level. Debunking common myths about elite chief executives, the authors reveal key behaviors—decisiveness, engaging stakeholders, and adaptability—that propel leaders to excel.

Drawing on extensive research, Botelho and Powell provide a roadmap for navigating the challenges of the CEO role. From tactics for assembling an all-star team, to managing competing board agendas, to overcoming the hazards of isolation at the top, this book offers insights for aspiring CEOs—or those on the path to leadership—to position themselves for greatness.

(continued)...

Effective chief executives focus on more than just satisfying current supervisors. They cultivate sponsors by proactively sharing their aspirations, by asking for advice (and then following through and actively showing gratitude), by making specific requests, and by bringing "rare goods"--that is, investing in building expertise that the company needs to succeed.

Practical Tips

• Create a "Relationship Reflection" journal where you dedicate a few minutes at the end of each day to jot down who you interacted with, what you learned about them, and how you can contribute to strengthening that relationship. This habit encourages mindfulness about your daily interactions and helps you identify patterns or areas for improvement in your relationship-building efforts.
• You can leverage social media platforms to connect with industry leaders by regularly commenting on their posts with insightful thoughts and questions. This can lead to a dialogue that may result in a professional relationship. For example, if you're in the tech industry, engage with tech influencers on LinkedIn by contributing meaningful opinions on topics like AI advancements or cybersecurity trends.
• Develop a "Sponsorship Pitch" tailored to each potential sponsor. Think about what unique value you can offer to a sponsor and prepare a concise pitch that outlines this value. For example, if you're an emerging expert in a niche area, your pitch could highlight how sponsoring you could help the sponsor stay ahead of industry trends. Practice your pitch and be ready to present it during networking events or one-on-one meetings.
• Volunteer to be part of a mentorship program where you can actively recommend mentees for roles that match their skills and aspirations. This could involve working with local universities, trade schools, or online communities to connect with individuals looking for career guidance and opportunities.
• Use social media to post regular updates on your progress towards your aspirations. This not only holds you accountable but also invites engagement and support from your network. If your aspiration is to run a marathon, post your training milestones or ask for tips on endurance building, which can lead to encouragement from fellow runners.
• Develop a "Thank You Routine" by setting a weekly reminder to send out personalized thank-you messages or notes to individuals who have helped you. This could be as simple as sending a text message, email, or a handwritten note. If someone gave you advice that led to a positive outcome, tell them about the impact their guidance had and thank them for their time.
• Enhance your email etiquette by drafting emails that end with clear, actionable requests. For instance, instead of concluding with "Let's discuss this project soon," you could write, "Please reply with your availability for a 30-minute project discussion next week." This approach will likely lead to quicker, more efficient scheduling and less back-and-forth communication.
• Identify a skill gap in your current role and enroll in a micro-credential course to fill it. Micro-credential courses are short, focused learning experiences that provide certification in specific skill areas. By targeting a skill that's directly relevant to your job, you can quickly become more valuable to your company. For example, if data analysis is becoming increasingly important in your industry, taking an online course in data analytics can make you the go-to person for insights in your team.

Creating a Personal Brand and Recognition With the Correct Audience

Botelho and Powell, after analyzing their CEO assessment data and coaching dozens of clients, found that many talented executives fail to create sufficient visibility. The authors advise leaders to "ignite a blaze" in their companies and beyond. To stand out, stop throwing sparks and choose a group and focus attention. Be known for generating results in an area that provides the company a competitive edge.

Beyond this, several crucial actions can enhance your profile. First, don't feel bashful; make your desires known. State your ambitions confidently and clearly, and create a plan to achieve them—for example, by requesting a new role, leading a high-impact project, or signing up for a rotation or cross-functional experience. Second, speak like you belong in the executive ranks. Practice "continuous public speaking mode," speaking slowly and confidently, mastering the pause, ensuring each word matters. Ultimately, cause waves with justified motives. Create productive conflict with the aim of improving your company, and look for ways to show that your unorthodox idea will benefit the organization as a whole.

Practical Tips

• Create a personal branding video series on a platform like YouTube or LinkedIn. Use these videos to discuss industry trends, leadership lessons, or company achievements. This visual medium can help you connect with a wider audience, and the informal nature of video content can make your presence more relatable and engaging.
• Create content that addresses the specific problems or interests of a group you're part of. Start a blog, YouTube channel, or podcast where you share solutions, stories, or ideas that cater to this group's needs. If you're a parent of twins, for instance, you could start a podcast discussing the unique challenges and joys of raising multiples, thus connecting with other twin parents.
• Identify a process in your workplace that's inefficient and propose a specific improvement plan to your supervisor. By focusing on a single process, you can measure the impact of your changes and demonstrate clear results. For example, if you notice that the weekly team meeting often runs over time without covering all agenda items, suggest a timed agenda where each topic has a strict time limit to ensure efficiency and full coverage.
• Use a vision board to visually map out your ambitions and the steps to achieve them. By creating a vision board, you can keep your goals in sight daily, which reinforces your commitment to them. Start by gathering images and words that represent your goals and the milestones you need to reach them. Place the board somewhere you'll see it every day, like your bedroom or home office, to constantly remind yourself of what you're working towards.
• Start a personal project that solves a problem for your organization, even if it's outside your current job description. Document the process and results, then present it to your superiors. This could be as simple as creating a better filing system for your team or as complex as developing a proposal for a new client engagement strategy.
• Engage in role-play scenarios that are outside of your comfort zone. For instance, if you're in a technical field, role-play a sales pitch for a new product. This will force you to adapt your speaking style to a different context, which can help you become more versatile and assertive in your communication. Track how your executive presence feels different in this new context and what elements you can bring back to your usual environment.
• You can foster a culture of constructive debate by starting a "Challenge Hour" in your team meetings where team members are encouraged to present differing viewpoints on a project. During this hour, everyone is invited to question the status quo or propose alternative solutions to problems. This practice not only brings diverse perspectives to the table but also normalizes the idea of conflict as a tool for innovation rather than a source of office politics.
• Test your idea on a small scale before presenting it to decision-makers. If you have an idea for a new workflow process, try it out with a few willing colleagues on a minor project first. Document the results meticulously, noting any improvements in time saved or errors reduced. This mini case study will provide concrete evidence of the benefits when you propose the idea more broadly.

Overcoming Challenges and Hazards as a Chief Executive

Navigating the Hidden Hazards of the CEO Role

Botelho and Powell liken entering a CEO role to moving into a house, or perhaps a haunted house. Even though the board or the person hiring you has led you through a tour, there are bound to be surprises and shadows waiting behind what appear to be harmless doors. The authors discuss the top five challenges. Understanding and preparing for those hazards will improve your chances of succeeding in the role.

Supply Closet Ghouls: Addressing Core Issues First

In the initial days as a chief executive, you'll face a deluge of new demands and responsibilities. The natural inclination is to prove oneself by executing quickly. But before you jump in to achieve outcomes, Botelho and Powell advise a more sober approach: Take advantage of that early, open-minded window, before expectations for results have solidified, to carefully and thoughtfully search for problems and risks that escaped the board's due diligence.

No matter how good the business is and whether you've been hired externally or moved up from within, you can't anticipate everything. Until you clearly grasp the business reality, you won't know how to set realistic targets and expectations moving forward. When you’re starting a position, people are more forgiving of bad news, because it is still interpreted as "the mess that you walked into." In contrast, anything you discover and share six months after you assume the leadership role becomes "your problem."

The authors advise undertaking a relentless, deliberate hunt for hidden hazards: a product that is not performing, a gap in team talent, or a "sacred cow" cultural practice that requires attention but that the board doesn't know about or is avoiding. Interview your executive group and other critical individuals. Make yourself accessible and visible in the workplace. Speak with customers.

Practical Tips

• Create a personal "CEO Dashboard" to manage your daily responsibilities and goals. Use a simple spreadsheet or a free project management tool to track your tasks, objectives, and progress. This dashboard can help you visualize your workload, prioritize tasks, and set deadlines, much like a chief executive overseeing various aspects of a company.
• Create a "proof journal" where you document not just what tasks you've completed quickly but also the outcomes and any feedback received. This practice encourages you to focus on the quality and impact of your work rather than just the speed of completion. Over time, you'll have a record that can help you identify patterns in your work that lead to the best results.
• Implement a "48-hour rule" for non-urgent decisions. When faced with a choice that doesn't require immediate action, give yourself a 48-hour window to consider the decision. Use this time to gather additional information, weigh alternatives, and consult with others if necessary. This buffer period helps prevent impulsive decisions and ensures a more measured approach to achieving outcomes.
• Develop a "what-if" habit by asking yourself hypothetical questions about your routine activities. For example, when planning your day, ask yourself, "What if my first appointment runs over time? How will that affect the rest of my schedule?" or "What if this document I'm relying on is outdated?" This practice will help you anticipate problems and develop contingency plans, making you more adaptable and prepared for unexpected challenges.
• Develop a "What If" game to play with friends or colleagues that revolves around hypothetical business scenarios. This game would involve creating cards with different unexpected business situations on them, ranging from market crashes to new technology disruptions. Players would discuss and brainstorm how they would respond to these scenarios, encouraging flexible thinking and preparation for unforeseen events.
• Start a small-scale e-commerce project to gain firsthand experience in setting realistic business targets. Choose a platform like Etsy or eBay to sell a limited quantity of a product you're familiar with. Track your progress and adjust your expectations based on actual sales data and customer feedback. This micro-business venture will provide practical insights into market demand, pricing strategies, and operational challenges.
• Schedule a 'state of affairs' meeting early in your tenure. Within the first few weeks, arrange a meeting with key stakeholders to review current projects, goals, and potential roadblocks. This proactive approach shows you're engaged and allows you to manage expectations about what can be achieved early on.
• You can identify underperforming products by setting up a simple feedback loop with your customers. Create a short, anonymous online survey using free tools like Google Forms or SurveyMonkey, asking customers to rate your products and provide suggestions for improvement. Share the survey link with your customers via email, social media, or as a QR code on product packaging. Regularly review the responses to spot trends in dissatisfaction or areas for enhancement.
• Develop a set of flashcards with potential interview questions for executives and critical individuals. Use these cards to practice your responses, focusing on clarity, brevity, and impact. You could include questions about leadership philosophy, crisis management, or industry-specific challenges. This exercise will prepare you for real-life scenarios where you might have the opportunity to engage with leaders.
• You can increase your workplace visibility by starting a "Lunch and Learn" series where you present on various topics relevant to your job or industry. This not only showcases your knowledge but also positions you as a go-to person for information and advice. For example, if you work in marketing, you could host sessions on the latest social media trends or content creation tips.
• Create a "Customer Voice Board" in your workspace. Collect snippets of actual customer feedback, whether positive or negative, and display them where you and your team can see them daily. This visual reminder will keep the customer's perspective at the forefront of your decision-making process and inspire customer-centric innovations.

CEO Time Management and External Focus

Becoming a CEO often involves a dramatic time crunch. Powell and Botelho found that non-CEO executives devote about 80% of their focus to internal matters. For new CEOs, that percentage drops to roughly half. In other words, you might be taking on a job that is significantly bigger, with many new demands, in only two-thirds of the time. The authors offer specific tactics to manage time as a CEO.

First, "set coordinates in the future." The most effective CEOs in our study extended their timeline, spending more time focusing on the long term (one to three years out)—which gives a natural screen for those short-term requests: "Will this matter in one or two years?" Second, empower your executive assistant to be your screen and gatekeeper. The authors recount numerous examples where a powerful and productive partnership between CEO and assistant provided an incredible competitive edge. The best assistants use their dependable Reliability skills to effectively manage time, energy, and expectations. They gain expertise in communicating how others can collaborate with you. Third, master the polite "No." Newly named CEOs are deluged with requests for their presence. Learn to decline requests that are not aligned with your business goals for getting started, and stay focused on the one or two most important goals you have set for yourself.

Practical Tips

• Create a cross-departmental idea-sharing program in your workplace. Encourage employees from different departments to meet monthly and discuss challenges and opportunities they see in the company. This initiative can foster a culture of collaboration and ensure that internal focus doesn't become insular, missing out on diverse perspectives that could drive the company forward.
• Develop a method for rapid information absorption and application. Start by identifying key areas where you need to stay informed, subscribe to summarized news services or use apps that condense information, and set aside dedicated time each day to update yourself. This practice can help you stay ahead in your field, much like a CEO must remain abreast of industry changes.
• Set up a 'future fund' savings account where you deposit a small percentage of your income each month, dedicated to investments in your personal or professional development for the long term. This could be used for future courses, seminars, or even starting a business. Watching this fund grow can be a motivating factor to keep you thinking ahead.
• Create a visual goal filter chart to hang in your workspace. Draw a flowchart that starts with your long-term goals at the top and leads down to different criteria that any new request must meet to be considered. This visual reminder will help you assess whether a short-term request aligns with your long-term objectives before you commit to it.
• Create a shared digital dashboard where your assistant can log interactions, flag important issues, and track follow-ups. This visibility allows you to quickly review and assess what's been handled and what requires your attention. Imagine a Trello board or a simple spreadsheet with columns for date, contact, issue, action taken, and status.
• Create a shared goals document that outlines both individual and joint objectives for the CEO and assistant. This document should be reviewed and updated regularly to reflect progress and new targets. For instance, if one of the goals is to increase networking opportunities, the assistant could take on the role of researching and suggesting relevant industry events for the CEO to attend.
• Start a "time audit" practice by setting alarms at random intervals throughout the day. When the alarm goes off, jot down what you're doing, how it aligns with your priorities, and how you feel energy-wise. After a week, review your notes to identify patterns where your time and energy are not being used effectively, and adjust your schedule accordingly.
• Practice saying "No" in low-stakes situations to build your confidence in declining requests. Start with situations where the outcome is not critical, like turning down a sales call or an optional social invitation. This will help you get comfortable with the language and tone necessary for more significant declines.
• Implement a 'Presence Alternatives Protocol' where you identify other ways to fulfill requests without your direct involvement. This could mean delegating to a trusted team member, providing a pre-recorded video message, or setting up a Q&A forum where you can address multiple inquiries at once. This approach allows you to maintain engagement while managing your time more efficiently.
• Set up an automated email template for declining requests. Craft a polite but firm email template that you can use to decline requests that don't align with your business goals. Personalize the template with a brief explanation that your company is focusing on initiatives that directly support its strategic objectives. This saves time and ensures consistency in your communication.
• Establish a 'goal buddy' system with a peer. Pair up with someone who also wants to stay focused on a few key goals. Schedule weekly check-ins where you discuss progress on your respective goals, provide feedback, and hold each other accountable. This partnership can help maintain focus and provide an external source of motivation.

Adapting To CEO Impact and Scrutiny

Powell and Botelho point out that influence from CEOs, whether intended or not, extends beyond decisions or the formal authority of the role. Their term for this phenomenon is "amplification": Each gesture, every e-mail, even your mood swings take on magnified importance once you're in charge.

People scrutinize everything a CEO does or says as possibly calling for action. Everything the CEO does is seen through the lens of the CEO's position: A casual greeting in the break room with an employee becomes a performance review. A missed meeting due to a family emergency is read as not being committed to an initiative.

The authors suggest that leaders become aware of how their behavior is magnified. Adopt body language, a vocal tone, and a facial expression that project confidence, calmness, and optimism. Share challenges and failures with a receptive attitude, showing your team how to fail productively and learn. And finally, the authors suggest that incoming CEOs use this amplification effect to their advantage by deliberately shaping the language of your leadership. Every action is a signal and an opportunity to direct your organization.

Practical Tips

• Start a peer feedback group with colleagues to refine your amplification skills. Gather a small group of trusted peers and agree to provide constructive feedback to each other on how effectively you're communicating and influencing within the team. After each meeting or group interaction, take turns giving feedback on aspects like clarity, persuasion, and presence. This will help you identify specific areas for improvement and track your progress over time.
• Create a feedback loop with your team where they can anonymously share how your actions affect their work and morale. This could be done through a simple online survey sent out after major meetings or decisions. If employees express that a particular gesture or comment was demotivating, use this as a cue to refine your communication approach.
• You can observe and analyze the behavior of local business leaders by attending public events where they speak. Take notes on how they present themselves, the reactions they elicit, and the subsequent discussions among attendees. This will give you insight into the impact of a leader's actions and words on public perception and can guide you in shaping your own communication style.
• Reflect on your daily decisions as if they were public knowledge to foster accountability. Imagine that every choice you make at work will be reported on the front page of a newspaper. This perspective can help you consider the implications of your actions more carefully and encourage you to act in ways that would be positively viewed by others.
• Create a greeting journal to track the reactions you receive from different types of greetings. Note down the date, the greeting you used, the person's response, and any changes in their behavior towards you afterward. This can help you identify which greetings are most effective in creating positive interactions and perceived as sincere by others.
• Create a 'missed meeting' contingency document that outlines the steps you will take to catch up on what you missed. This could include reviewing meeting minutes, reaching out to a colleague for a brief rundown, or scheduling a follow-up with the meeting leader to discuss any action items assigned to you.
• Implement a "shadowing" day where you invite a team member to observe your daily routines and decision-making processes. Encourage them to take notes and discuss their observations with you at the end of the day. This exercise can reveal how your behavior sets a tone for the workplace and influences others in ways you might not have noticed.
• Create a daily "confidence posture" routine to start your morning. Each morning, spend five minutes in front of a mirror practicing power poses and positive facial expressions. This routine can help set a positive tone for the day and gradually make confidence, calmness, and optimism a natural part of your demeanor.
• Implement a "Challenge Debrief" at the end of personal projects to evaluate what didn't go as planned. After completing any significant personal project, take some time to write a debrief that focuses on the hurdles you encountered. This could be a simple bullet-point list or a more detailed report. For example, if you organized a community event and faced issues with vendor coordination, your debrief would detail what the issues were, how they affected the event, and what strategies you'll use next time to ensure smoother coordination.
• Craft your leadership mantra by identifying three core values you want to embody and communicate them consistently in your interactions. For example, if transparency, innovation, and empathy are your chosen values, make a conscious effort to demonstrate these in every meeting, email, and decision you make, allowing these values to naturally amplify through your language and actions.
• Reflect on the impact of your words and actions in your social groups, whether it's family, friends, or colleagues, and intentionally use them to foster a positive environment. For example, if you believe in the importance of kindness, make an effort to compliment or express gratitude to someone in your group daily, which can create a ripple effect of positivity.

Leveraging CEO Levers, Not Only Functional Expertise

Powell and Botelho share a pervasive pitfall that they've seen bring down even the most talented and accomplished CEOs who are new to the role: Over-relying on functional expertise. The authors recommend that incoming CEOs expand beyond their old worldview. They warn about always perceiving nails.

CEOs who stumble use the complete range of tools available to them, including:

1. Molding culture. You can't control your company culture, but you will surely shape its trajectory by how you articulate the values you seek, how you allocate your focus, and who you hire, let go, and advance.

2. Financial planning. You will no longer solely concentrate on operational details. The CEO must generate value for shareholders by adroitly deploying the full suite of financial mechanisms available to him, such as capital allocation and handling cash flow, investments, and potential acquisitions.

3. Business diplomacy. A chief executive's view must extend to the ecosystem the company inhabits: the geopolitical, regulatory, macroeconomic, and industry dynamics that shape its success. The CEO must embrace the role of chief diplomat, engaging with various organizations to influence outcomes.

Practical Tips

• Broaden your decision-making by consulting with professionals from diverse fields. When faced with a significant decision, reach out to a network of contacts outside your usual sphere for their perspectives. For example, if you're a tech CEO considering a new product feature, talk to a psychologist about user behavior or an artist about aesthetic appeal to gain insights that aren't strictly tech-focused.
• Implement a 'reverse mentoring' program where you pair up with someone from a younger generation or different cultural background within your organization. Meet regularly to share experiences and insights. This can help you understand different viewpoints and consumer trends that are shaping the future of business.
• Implement a 'solution-free day' once a quarter where you focus solely on identifying and understanding problems without jumping to solutions. This practice encourages a deeper analysis of issues and can prevent the reflex to apply familiar solutions to new problems. During this day, document all the problems encountered and only after the day has passed, start exploring potential solutions.
• You can simulate a CEO's decision-making process by playing online business simulation games that focus on capital allocation and cash flow management. These games often require you to make strategic financial decisions to keep a virtual company profitable, mirroring the challenges a CEO faces. For example, you might play a game where you decide how to invest profits, whether to buy back stock, or how to balance reinvestment in the business with dividend payouts to virtual shareholders.
• Volunteer for a committee or board position in a non-profit organization that aligns with your values but operates outside your industry. This hands-on experience will not only expand your network but also give you a practical understanding of how different organizations operate and make decisions. As you contribute to the non-profit's goals, you'll learn new ways to influence outcomes that can be transferred back to your professional life.

Overcoming Isolation and Pressure in the Upper Echelons

Few of us can imagine the pressure or the psychological impact of being in a CEO role. Often seen as having supreme authority, CEOs actually find that much is outside of their control. Powell and Botelho note that CEOs are often surprised by the loneliness of the position. It requires courage. The authors offer several approaches for handling the stress and pressure, including:

Develop helpful practices. Botelho and Powell note that CEOs are as in need of rituals and routines as professional athletes. Consistent self-maintenance is crucial. Identify methods to refresh yourself. Set aside moments for the activities you love, whether that's long-distance running, gardening, reading, or being with loved ones.

Protecting yourself from identity loss. Avoid letting your corporate self subsume your humanity. Individuals seek to follow someone they trust, and a complete human being with weaknesses and a diverse range of interests is, paradoxically perhaps, more trustworthy.

Identifying reliable consultants. Develop a tight-knit, trusted group of counselors beyond your business. These are individuals whose advice is entirely selfless. In your CEO role, you'll be inundated with people eager to help you solve problems, not all of them with your best interests at heart.

Practical Tips

• Integrate regular team-building activities that involve all levels of your organization to strengthen your connection with your employees and alleviate the pressure of leadership. This could be as simple as organizing a weekly casual coffee chat with a small group of employees from different departments or setting up a company-wide volunteer day. These activities can help you feel more grounded and connected to your team.
• Use a random hobby generator app that aligns with your free time slots to pick up new and unexpected activities. By setting parameters for duration, intensity, and type of activity, you can explore hobbies that fit into your schedule without the burden of planning. For instance, the app might suggest a 30-minute online drawing session on a Tuesday evening or a weekend DIY home improvement project.
• Start a peer support group with fellow professionals to discuss challenges and personal experiences outside of work. This can be a safe space to express vulnerabilities and share strategies for maintaining a sense of self. You could meet monthly and rotate who hosts the gathering, ensuring that the focus remains on personal growth and support rather than professional networking.
• Volunteer in community activities that are unrelated to your industry. This exposes you to different people and situations, helping you develop empathy and a broader perspective. If you're a tech CEO, you might spend a day helping at a local food bank or participating in a neighborhood clean-up. These activities can demonstrate your willingness to engage with and support your community, reinforcing trustworthiness.
• Create a virtual think tank by inviting experts from various disciplines for monthly online roundtable discussions. This can be done using video conferencing tools where each session focuses on a different challenge your business faces. Invite an environmental scientist, a data analyst, or a sociologist, depending on the topic, to gain insights from outside your usual business circle.
• Create a 'counselor exchange' program with peers from different industries to gain diverse, selfless advice. By partnering with professionals who have no vested interest in your field, you can form a reciprocal relationship where you provide guidance to each other. This cross-industry perspective can offer fresh insights and unbiased advice, as neither party stands to gain directly from the other's success.
• Practice reflective journaling after interactions with new contacts to assess their influence on your decision-making. Write down how you felt during the interaction, what was offered, and any potential red flags you noticed. This can help you become more aware of subtle cues that someone may not have your best interests at heart.

Building a High-Performing Team as a New CEO

There is a single, most common mistake, with the most devastating impact for someone newly becoming a CEO: not promptly strengthening the team. Botelho and Powell found that 75% of new CEOs don't assemble their team soon enough, despite coming into the role confident in their talent assessment and management skills.

Quickly Evaluating and Improving the Inherited Executive Team

The authors suggest proactively reevaluating the direct reports you've taken on without trying to shoehorn anyone into a role. How equipped is each person to deliver on your mandate for the future success of the business? The authors warn against the common trap of settling for the "devils you know." Resist clinging to your comfort zone. The team you inherited may have been great previously. The truth is that you might lack both the time and experience to get in the weeds of your new role.

New CEOs often fall prey to a host of personnel decisions that seem risk-free but are dangerous: maintaining the status quo, favoring pedigree and prestige over relevant track record, deferring to the board, over-relying on those who helped them land the role, hiring clones, or avoiding talent that is too strong. What are ways to steer clear of these? Start all hiring decisions from scratch. Rather than focusing on perceived constraints, design the team you would want if everything were possible. Who would best address the requirements to achieve the company's objectives and aspirations?

Practical Tips

• Create a "Talent Discovery Portfolio" for each direct report, which they can fill with evidence of skills and achievements that are outside their current role. This could include volunteer work, side projects, or even hobbies that demonstrate transferable skills. Regularly review these portfolios together to discuss potential new opportunities within the organization that align with these uncovered talents.
• Implement a "Growth Potential Indicator" in performance reviews, where you not only assess past performance but also discuss and plan for the individual's potential future contributions. This could involve setting specific developmental targets and providing resources or mentorship to achieve them.
• Create a 'skill swap' event within your company or community. Organize a casual meetup where individuals can offer a brief workshop on their area of expertise. This encourages learning new skills and meeting team members with different backgrounds and abilities.
• Create a "skill swap" arrangement with friends or colleagues to leverage each other's strengths and acknowledge your own limitations. If you're good at graphic design but poor at public speaking, and a friend excels at the latter but needs design help, offer to design their presentations in exchange for public speaking coaching. This mutual exchange helps both parties grow while recognizing and compensating for personal limitations.
• Implement a 'trial period' for new roles or promotions before making a final decision. This could involve a temporary project or a set of responsibilities that mimic the new position. It allows both you and the individual to assess suitability and fit without the pressure of a permanent commitment. For instance, someone being considered for a leadership role could lead a small project team for a month to demonstrate their management skills.
• Challenge your routine by swapping tasks with a friend for a day to gain a new perspective on your daily life. By experiencing someone else's routine, you'll be forced to adapt and think differently, which can help break the cycle of the status quo. For example, if you usually spend your evenings watching TV, but your friend spends that time painting or playing an instrument, you'll engage in a new activity that could spark creativity and new habits.
• Conduct informational interviews with professionals who have a strong track record in your field of interest. Reach out to individuals via LinkedIn or professional associations and request a brief chat to learn about their journey and the practical steps they took to build their track record. This will provide you with insights and actionable steps you can take to strengthen your own track record.
• Create a "self-reliance roadmap" for projects or initiatives you're leading. Outline the steps you'll take to rely on your own judgment and skills, setting milestones to evaluate your progress. This could involve setting specific goals for learning new skills to reduce dependency on others or identifying key decisions you'll make without external input.
• Implement a 'blind audition' process for initial candidate screenings. Similar to how musicians audition behind a screen to prevent bias, you can remove names and personal information from resumes and applications. This encourages the evaluation to be based solely on skills and experience. To do this, use a software tool or have a neutral party anonymize applications before review.
• Create a 'reverse interview' process where candidates interview you about the company and role. This allows you to gauge what's important to them and how they approach the opportunity, providing insights that can inform your hiring decisions.
• Create a mock recruitment campaign for your ideal team, including job descriptions, ideal candidate profiles, and interview questions. Even if you're not in a position to hire, this exercise will help you articulate the specific qualities and competencies you're looking for. Write out the job postings as if you were going to place them on a professional networking site. Crafting these materials can clarify your vision and prepare you for future opportunities to assemble a team.
• Develop a personal mission statement to clarify your own objectives and aspirations. By writing down what you aim to achieve in your career or personal life, you can better assess whether potential collaborators or partners align with your goals. For example, if your mission is to innovate in the tech industry, seek out individuals who demonstrate a track record of creative thinking and problem-solving in that sector.

Clear Expectations, Roles, and Accountability Among Team Members

To build a winning team, Botelho and Powell offer three key components to consider: 1) Vision. Do you possess the right skills, expertise, and history to advance your company goals, and accomplishments to prove it? 2) Alignment. Is each person on your team in sync with your principles and the strategy you're developing for the company? 3) Portfolio. Does the person complement the team's skills? Consider the entire array of skills you need available to succeed, and then, using as much analytical rigor and objectivity as you would in business decision-making, look with a critical and dispassionate eye at the team you have. This is a process to undertake not only as you enter the role but annually thereafter, to ensure the right team is in place to deliver on your objectives.

Practical Tips

• Create a personal 'skill inventory' to track your competencies and set goals for skill development. Start by listing all the skills you currently possess, then categorize them according to their relevance to your career goals. Regularly update this inventory and use it to guide your learning priorities, ensuring you're always equipped to advance your company's objectives.
• Implement a 'strategy hour' into your weekly routine where you dedicate time to review and adjust your personal strategy for achieving your goals. During this hour, you might assess your progress, identify any new opportunities or threats to your goals, and adjust your plan accordingly. For instance, if you're working on a side business and notice a new trend in the market, you might use this time to brainstorm how you can adapt your strategy to capitalize on this trend.

Effective Communication Patterns and Cadence in Leadership

The authors point out that there is a natural psychological phenomenon at play within all organizations that gets dramatically amplified for a CEO. This is what they refer to as "amplification," the outsize impact a CEO has on everything he states, performs, omits saying, and doesn't do. CEOs have to be deliberate in using their communication style to build the organization they want.

The authors recount numerous examples of people in leadership positions who have mastered symbolic communication. That might mean the chief executive who chooses to read every customer feedback report even when the company is delivering great customer satisfaction. Or the CEO who swaps his "CEO" baseball cap for his "TEAMMATE" cap when engaging in planning and brainstorming. Or the leader who consistently asks, "What did we learn from this?" when a big initiative fails. The communication style of leadership isn't words; it's actions and signals.

Other Perspectives

• Focusing too much on the CEO's intentional communication could inadvertently create a top-down culture that discourages initiative and critical thinking among employees, as they might wait for cues from the CEO rather than proactively addressing issues.
• In some cases, symbolic communication might be seen as a superficial or manipulative tactic, which could erode trust if employees feel that actions are not backed by genuine intent or concrete policies.
• Asking "What did we learn from this?" after a failure is important, but it must be part of a broader culture that encourages risk-taking and innovation, rather than simply a rhetorical question.
• While actions and signals are indeed powerful, words should not be underestimated in leadership communication; precise and clear verbal communication is essential for setting expectations, providing direction, and articulating vision.

Navigating Board Dynamics

New CEOs often walk into the role thinking that their relationship with the board will make or break them. It can be a big problem, but according to Powell and Botelho, the biggest problem for the majority of recently appointed CEOs isn't that their board relationships are dysfunctional. The biggest problem is actually their lack of investment in time or attention in board relationships from the start.

Power Dynamics and Agendas of Board Members

Grasping the dynamics of power within your board is crucial. The chair or primary director is typically the board's most influential member. Committees with authority over compensation, governance, or audits often carry more weight in boardroom dynamics. Beyond these guidelines, the authors suggest exploring further. What informal, "behind-the-curtain" coalitions influence board decisions?

Just as you need to "go on a listening tour" to understand the true needs and capabilities of your organization, the authors suggest that every CEO invest in building personal relationships with individual board members. Use those conversations to "interview" your board members to uncover their skills, experience, motivation, and their preferred level of engagement.

Practical Tips

• You can observe and map out the interactions in your workplace to better understand the underlying power dynamics. Start by noting who initiates meetings, whose opinions are sought after, and who seems to influence decisions. This will give you a visual representation of the power structure and help you navigate it more effectively.
• Volunteer for a leadership role in a small organization or club to experience the role of a primary director firsthand. This could be anything from a book club to a local sports team. As you lead, pay attention to how your decisions and behavior affect the group's dynamics and outcomes. Reflect on these experiences to identify what strategies increase your influence and effectiveness.
• You can observe boardroom dynamics firsthand by attending public company shareholder meetings. Many companies allow shareholders to attend annual meetings, and some even provide webcasts or transcripts. By participating, you'll see how committees present information and decisions to shareholders, giving you insight into their influence and operation.

Board Alignment on Shared Vision and Priorities

Once you understand your board, Botelho and Powell offer specific tactics for building a productive partnership, including:

Aligning on how to define success. Avoid skipping over messy details in the pursuit of agreement. The earlier you identify potential misunderstandings for measurement, data, and timing, the better.

Agreeing on the terms of engagement from the start. Get clear on your roles and theirs. Make sure they understand what constitutes a "surprise" that you need to alert them to beforehand, and the level of detail they wish to engage with.

Providing tasks. Get board members engaged so that it benefits both the business and their personal goals.

Partnering with the person chairing your board or the head director. A strong, experienced chairperson or lead director is the ideal way to prevent conflict and dysfunction.

Practical Tips

• Implement a "Role Roulette" during team meetings at work where each team member draws a role at random and has to lead a part of the meeting or a project while adhering to agreed-upon terms. This exercise can help clarify what each role entails and how to manage unexpected situations, fostering a deeper understanding of each other's responsibilities and improving overall team dynamics.
• Organize 'goal hackathons' where board members collaborate to create solutions for business challenges that also touch on their personal goals. During these sessions, board members can brainstorm and develop strategies that serve both the company and their own objectives. Imagine a board member who is keen on education leading a hackathon to develop an internal training program, which benefits the company by upskilling employees and satisfies the member's personal goal of fostering education.

Building a Productive, Transparent Collaboration With Board Directors

The CEO shouldn't just focus on winning over the board. It's the CEO's duty to make his board as productive and well-functioning as possible in order to ensure the long-term success of the company. Botelho and Powell offer a view on board dynamics: Imagine your board being at the heart of your company universe, with spokes extending to your team, strategy, culture, and the market. You're constantly engaged in pinging the board and receiving feedback to keep alignment and information consistent.

To ensure the board stays well informed and in sync with your leadership, the authors suggest CEOs deliberately employ certain practices: Communicate early and often. Take complete ownership when situations go poorly. Partner with your board chair. Be an advocate for the shareholders, not just your team.

Practical Tips

• Develop a board feedback app that allows members to anonymously rate the effectiveness of meetings and suggest improvements. This tool encourages a feedback-rich environment, leading to more effective governance. Members could use the app to highlight what worked well in a meeting and what didn't, allowing for real-time adjustments and long-term planning.
• Create a visual map of your personal network to identify how you can strengthen connections. Draw a diagram with yourself at the center, branching out to friends, family, colleagues, and acquaintances. Next to each connection, note down what you can offer them and what they can offer you, focusing on shared goals and values. This will help you see where you can build stronger, mutually beneficial relationships, much like a board connects with various aspects of a company.
• Create a "Board Engagement Calendar" to schedule regular updates and check-ins with your board. By setting aside specific times each week or month dedicated to updating your board, you ensure that you're consistently engaging with them. For example, you might decide that every second Tuesday is when you'll send out a progress report, or the last Friday of the month is reserved for a virtual coffee chat with board members.
• Engage in role-playing exercises with a friend or family member where you practice taking ownership of various hypothetical scenarios. This can improve your ability to communicate accountability in real-life situations. For example, if a project fails, practice explaining what went wrong and how you plan to address it without shifting blame to others. This can build your confidence in taking ownership and help you articulate your responsibility more effectively.
• Develop a CEO-board chair 'shadowing' initiative within your company. CEOs can spend a day shadowing their board chair during meetings and vice versa, to gain a deeper understanding of each other's roles and challenges. This hands-on experience can lead to improved communication and a stronger partnership between the CEO and the board chair.
• Start a small investment club with friends or family where each member acts as a 'CEO' on a rotational basis, advocating for investment choices that benefit all members. This simulates the CEO's role in a low-stakes environment and encourages you to think beyond personal preferences, considering the collective good of the group. During your tenure as 'CEO,' present investment options with thorough research and a clear explanation of how they serve the group's shared financial goals.