CEO - Results Driven & Enabled

·       Earnings targets that are demanding but attainable

·       A team to support the decision making

·       Data processes that produce accurate information

·       Strategies, operating plans, and budgets that define how profit will be achieved and sustained Relationships with those on the critical path

·       Candid communication of the targets for earnings, earnings per share, and profit

·       A context for performance that gets the best from everyone

·       Long-term and short-term understanding of profit needs

·       Market-relevant value propositions

·       Strategic analysis

·       Complete alignment

·       Integrated functions

·       Effective working relationships up and down

·       Equal value for all functions

·       Steady business rhythm/flow

·         Trust and confidence

·       A focus on value proposition—ensures that every employee knows what the endgame is

·       Strategic context—gives every employee the same picture

·       Rhythm for the business—makes it easier to get the job done for everyone

·       Equal treatment for all functions—keeps support staff, in particular, from feeling like second-class citizens

·       Role model for relationships—sets the tone for how to work together Integrated functional work—gets everyone pulling in the same direction

·       Enterprise Financial Results

·       Group Financial Results

·       Success of corporate initiatives

·       Capital allocation recommendations

·       Environmental scans

·       Strategic uncertainty scans

·       Capital for investment in businesses

·       Environmental scans relevant to the businesses

·       Strategic uncertainty assessments

·       Timely adjustments to business strategies

·       Acceptance of corporate initiatives

·       Senior-level customer relationships that enable good business

·       Information about the future as the customer sees it

·       Acceptance of the enterprise’s products and services by customers

·       Clearly defined brand standards

·       Sufficient resources to deliver the brand’s promise

·       Clear understanding of the brand requirements by all employees

·       A disciplined work environment that supports brand building

·       Investment decisions that fit and enable the vision or strategy

·       Future state definition

·       Commitment to the future

·       Vision, mission, values (new or updated)

·       Enterprise strategic framework clear enough to penetrate the clutter

·       Guidance for everyone’s effort and energy

·       Portfolio strategy and business strategy

·       Sense of purpose for everyone

·       Clear and consistent direction, in many ways, is the single most important result that a CEO delivers

·       Clarity and reason (for the direction)

·       Redirection when circumstances warrant it

·       Understanding and acceptance of the direction by all employees

·       Conviction and commitment to the direction

·       One direction for everyone

·       A focus on what is important

·       Free flow of information and ideas

·       Commitment from people the CEO may never see

·       The money for needed resources and capability

·       Understanding of the challenge

·       Acquisition of needed resources

·       Belief in the direction

·       Capability to achieve the direction

·       Success in pursuing the direction

·       The facilitation process is the real difference between hoping the enterprise will succeed and making it possible for the enterprise to succeed. Hope is not a good business strategy

·       Planning parameters or guidelines

·       Timely final approval (permission to proceed)

·       Requests for planning submissions that have the CEO’s authority

·       Planning infrastructure

·       Plans—strategies, operating plans, tactical plans

·       Clear direction with standards

·       An enterprise immune system

·       Regular reviews of all kinds

·       Frequent feedback to direct reports and others as appropriate

·       Audits of all kinds

·       Candid and frequent feedback at all levels

·       A climate of commitment to results

·       Free flow of performance information

·       Strategy revisions (when appropriate)

·       Trust and confidence within the enterprise

·       Broad external relationship base

·       Board of Directors’ confidence and support

·       Acceptance of the enterprise by externals

·       Access to information and other resources

·       Positive environment for internal relationships

·       Relationships are a great enabler, and CEOs must build them in all directions if they are to deliver their results

·       Clear expectations for innovation

·       Standards for measurement

·       Supportive climate

·       Rewards and recognition

·       Full participation

·       Willingness to try

·       Local management and application

·       Portfolio strategy

·       New ventures

·       Approved business strategy

·       Business Manager succession

·       Business Manager and Function Manager coaching and development

·       Enterprise leadership role model

·       The framework for business strategy

·       Coaching for Business Managers and Function Managers

·       Development for Managers of Managers

·       A succession system for building Business Managers

·       Connection with the enterprise strategic framework

·       Process for information flow

·       Delegation

·       Control systems

·       Operating reviews

·       Metrics for the group

·       Open work environment

·       Transparency

·       Authority

·       Standards for performance

·       Appropriate metrics for the businesses

·       Government relationships

·       Customer partnerships

·       Industry relationships

·       Partner and alliance relationships

·       Peer relationships

·       Upward relationships

·       Subordinate relationships

·       Receptive customers

·       A climate of collaboration

·       Benefits from external relationships

·       Good citizenship

·       Industry analyses and trends

·         From results through function to results through comprehensive business management

·         From state-of-the-art results to business success

·         From functional excellence to customer value

·         From planning for functional results to creating short & long-term strategic plans

·   Build an infrastructure that supports scale

·   Sales, OI, SG&A

·   Competitive analysis

·   Value proposition

·   Resource strategy

·   Planned short-term business results are delivered without compromising long-term growth

·   Competitive advantage is sustainable

·   Value proposition meets and anticipates customer and company needs

·   Economic, political, competitive, market and industry knowledge is evident in strategy and decision making

·  Profit grows faster than revenue

·  Revenue grows faster than plan

·  Competitive advantage is achieved through innovation

·  Value proposition leads the industry

·   Understanding of financial impact of decisions

·   Business planning; deep knowledge of the contribution of each function

·   Must know where to go for data and how to interpret business implications

·   Ability to think tactically and strategically

·   Able to think in terms of profitability and sustainability rather than functional capability

·   Must know how to read and interpret market data and competitive response

·   Operational planning

·   Organizational structure

·   Mange the business

·   Focus

·   Strategic problem solving

·   Drive strategy

·   Safety

·   Organizational energy is directed toward achieving business results

·   Functional activity fully integrated and aligned including Purchasing, Sales, Operations and support functions, through the operational plan

·   Immune system in place and fully functioning

·   Reviews (project reviews, MPR, plan reviews) are conducted to drive decisions rather than share information

·   Business strategy is executed at optimal cost

·   Safety strategy supports achieving business results

·    Organizational energy is superior to peers' and competitors'

·    Breakthrough results are achieved through industry leading strategies

·    Business fully integrated and aligned through platform delivery

·    Business practices emulated by competitors

·   Ability to make hard decisions and courage to stay the course

·   Contingency planning

·   Ability to architect an organization to support strategy

·   Ability to select and assess functional leaders based on business strategy

·   Ability to anticipate and avoid problems

·   Ability to problem solve at the root cause level

·   Multi-functional experience

·   Personal Leadership

·   Team strength

·   Enable functional leadership

·   Performance culture

·   Influence

·   Strategic vision

·   Company capability

·   Cross-selling culture

·   Personally connected to associates at all levels

·   Team strength is matched to strategic requirements

·   "A" performance is delivered by every team member

·   Organizational champion for developing a diverse talent pipeline

·   Use of power is balanced and appropriate to both building strong functional leaders and take business risks

·   Business strategy delivers competitive advantage, is understood and accepted by the business

·   Role model for embodiment of corporate values and directives

·   Team performs with or without involvement of General Manager

·   Viewed as a premier employer by diverse talent inside and outside of organization

·   High energy

·   Respectful of others

·   Willingness to rely on and have confidence in functional leaders to achieve results

·   Knowing how to build alliances in order to get things done

·   Ability to create a future that people want to be a part of

•  Articulate communicator and effective listener

·   Key customer relationships

·   Subordinate and senior executive relationships

·   Company spokesperson

·       Senior-level partnerships established with customers

·       Strong working relationship with each other

·       Climate supports relationship building at all levels and throughout organization

·    Senior level partnerships with customers are leveraged for company growth

·   Appreciate relationships for the sake of relationships

·   Ability to make friends with everyone

·   Ability to understand what is driving other people

·   Ability to read powerful people and complex situations

·   Comfortable is a leadership role

·   Well read in current events

·   Understands the greater good

·   Growth strategy

·   New markets

·   New applications

·   Innovation

·   New products and services

·    Business processes are continually improved and exploit growth opportunities and/or lower cost

·    Investments are leveraged to create new markets

·   Company is embedded in customer strategy

·   Individual accountability among team is expanded to increase individual contribution

·   Intellectual curiosity

·   Market intelligence

·   Ability to think broadly and long term

·   Ability and willingness to exploit the market

·   Open-minded and tolerant of difference

·   Willingness to take risks and to learn from mistakes

·   Willingness to experiment and try new things