The Top 7 Mistakes CEOs Make

The Top 7 Mistakes CEOs Make (1)

You are not able to use PLATFORM MASTERY

The most common mistake made by CEOs who wants to be considered a serious leader is to be dissatisfied in their platform capabilities. Communication skills are among the most crucial skills any CEO should have. Some thought leaders go as far as saying that you can’t be an effective leader if you don’t have communication skills. I believe they’re right. A different type of communication than the normal verbal and written communication is the ability to present also known as platform mastery. Platform mastery is the capability to convey ideas to an audience and connect with members of the audience in such a way so that in the end, every person in the audience is able to feel that you are speaking with the person in front of them one-on-one.

Expertise in the use of platforms or the ability to speak with ease with class and elegance is the only thing that makes great CEOs different from just average ones. If they’re being interviewed on television, radio on the platform, or present a paper during a meeting, good CEOs make a lasting impressions. It is good to know that skills for communication are attainable. If you’re an executive and you are unable to deliver a convincing speech, you’re making a major error. To determine if have the skills to present you need to ask yourself one simple question: Can I talk to students in a classroom or at an event for industry without having to read directly from sheets of paper? If you can’t answer that question you should seek out an instructor to guide you through the process of gaining proficiency on the platform or your performance as CEO is likely to be poor.


Even if you present effectively, but lack a taught perspective (TPOV) you are not going to be a successful CEO. Every CEO who is successful is able to teach their point of viewpoint. Steve Jobs had his, and it was the defining factor of Apple’s business philosophy as well as their approach to developing products. Jobs’ TPOV is embodied in the simplicity of design as well as elegant use, so each Apple product has to be incredibly great. Jack Welch had his while as the CEO of GE and it was the basis for the manner in which GE competed and is still competing. Welch’s TPOV included philosophies like competition, boundaries and honesty as reflected in what is now be known as GE’s “Four Es Four E’ Four E’s’: Energy, Energize, Edge and Execution. Every CEO who hopes for excellence must establish the plan for a TPOV. In reality, you have to establish a TPOV before you are appointed the CEO. Simply put, a teachable perspective is a coherent collection of concepts and ideas that an individual can articulate clearly to other people. Professor. Noel Tichy defines TPOV as the capacity of an individual to share ideas, experience and ideas, as well as reveal knowledge that is implicit or transparent. The ability to communicate implicit or tacit knowledge. Without a TPOV, you will not be capable of translating your vision as well as mission, goals, and values into an actionable principles. Start today by asking yourself the following question: What does my TPOV mean to me? If you’re unable to answer this question, then the work of developing and improving your TPOV.

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As the CEO of your business, company’s employees are likely to put up a cordon sanitaire around you to protect you as a sign of your worth to the business. Since every second spent as CEO is precious, you’ll be able to have all sorts of special and personal staff members at your call. The larger your company, the greater the corporate layers employees must traverse to get to you. The corporate culture, tradition and procedures will ensure that you’re somewhat or not accessible to outsiders. Don’t allow this to occur to you as the office environment will ensure that your employees allow you to hear only the things you’d like to hear or wish to hear. You’ll be held in a bind and be the last to hear negative news about your business as well as what your rivals are doing. Some businesses take the absurd step of not letting their employees to write or submit newspaper articles in the press, and requests for interviews aren’t accepted. If you want to be an effective leader overcome communication barriers everywhere and open up your organization. Make yourself available to all employees. Do the method that Tom Peters calls management by taking a walk from your office now and then to look around on your own. Establish a routine of communicating via email with different audiences Visit various areas of your organization to see directly what’s going on and, in general, let people know how to contact you. When you travel to other places of your organization don’t announce it. Do not rely on the pages of the newspapers, but periodically invite other members of your team to visit your organization or any other portion of it, and observe the work from afar. If you do this, you’ll eliminate the error of fortress mentality, cut down on the amount of bureaucracy and be able to connect with you and feel comfortable.

You don’t have to ask for feedback.

It is a lonely profession. If you do well, you’ll be successful alongside others. If you fail, you’ll be by yourself. The best way to determine what you’re doing is to solicit an objective opinion from your colleagues and Board members, the junior middle and senior management personnel as well as every stakeholder who is dedicated towards your achievement. Effective CEOs solicit feedback. In the US the new president’s inaugural 100-day period is an important time to get feedback. In the State of Union address, it gives the president with an opportunity to show his annual report to the American electorate, or the people. It is important to solicit feedback regularly. be a staple for your managerial arsenal. If you’re available and willing to listen, that you will receive feedback, but don’t expect that it will happen since nobody is brave enough to tell the Emperor he’s got no clothes on. Establish mechanisms for feedback across the organization and never be adamant about the person who is giving feedback, or you’ll destroy the bridge to feedback. Set up different forums for various types of employees to give your feedback, as junior employees do not have the courage to speak when their elders are. This is the norm of corporations. If someone speaks, don’t take them off the table for saying things you don’t like to hear. Otherwise, that could be an end to your system of feedback. Feedback, they say, is like breakfast for champions. It is important to make it a memorable breakfast.

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You are afraid of talking to people

The most important requirement for your business to grow is the ability. The second most important factor you must have in order for your company to succeed is the ability. The third and final factor you must have for your business to be a excel is the ability. Talent is the key to achieving all-round excellence. If you take a look at elite leaders such as Bill Gates, Jack Welch and Steve Jobs, you’ll be amazed to learn that every sentence that they speak from their mouths is punctuated by phrases such as amazing people, incredible talent, and incredible minds in the realm of talent. They often say they surround themselves with smarter people than them. If highly talented people surround themselves with other gifted people, you will see rapid growth and advancement. According to Jack Welch said in his book Winning, “hiring excellent people is difficult, but hiring the best people is extremely difficult, but there is more to be done in winning is more important than having great individuals in the field.” Take a look. People with talent are generally self-confident and very tolerant of other gifted people. They are “A” player, gifted people employ other “A” players and, sometimes “Aplus” players as they seek results. If you are a CEO and fearful of talent, you will limit yourself to mediocre individuals employing only “B” as well as “C” gamers, whether due to a lack of self-confidence or believe that better individuals will eventually take your place in the end, you’ll get mediocre results and end being a complete failure.

You shouldn’t inflict any harm on your family members.

Engaged people are more likely to be active, and people who are engaged get results. Engagement is not the same as commitment. It is possible to force commitment, however engagement isn’t. People who are engaged do their own thing and occasionally work for no pay for 110 percent of their effort. However, those who are committed work for a company and the highest they can provide is 99 per cent effort. The missing one percent is what makes the crucial difference. People who are committed believe that their input, contribution and judgements to be appreciated, valued and praised. People who are engaged know that they will be acknowledged and recognized for their contributions in both their individual roles and as members of a team. If you recruit talented employees and don’t involve them in any way, then throw them into a massive, ruthless bureaucratic system to take a dip or sink in the same way, but will not be able to stay as bureaucracy could be oppressive. Engage them from the first day they enter the workplace, create the conditions for them to succeed by cutting back on bureaucracy and putting in place incentives to recognize their individual and collective contribution. In the end, if you want to encourage participation however, well-thought-out policies will. These policies should include effective orientation programs, or on-boarding as the Americans refer to it, mentoring and coaching, regular classroom education and training, as well as talent as well as management and development speed-track programmes. These, along with a leadership that is attentive to its employees, result in exceptional performance and results.

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Character defines the core of who you really are as a person, and whether you can be trusted in big matters as well as on the smallest of things. Integrity and honor are the two main components of character which determines whether you can be respected both in private and even in dark times, or when you’re being examined. It is private, however as a CEO, your behavior will be reflected in the way you conduct yourself. For better or worse, your character will influence the culture, character and values of the company that you manage. If you don’t adhere to the principle of honor and treat employees, shareholders and customers with disrespect Your directors will be following the same pattern, and your general managers will follow the same path and so will employees will too. If you fail to enforce your the highest standards of integrity and then begin to compromise from time to time in order to make a point others in the company will laud your actions and follow in your footsteps and eventually the market will expect a lower standard of conduct from your company and you. Nothing can be more damaging to the longevity of an institution more than the characteristics of the CEO as well as the upper management. As the CEO, you must be a solid rock in matters of integrity and character and regardless of the temptation that is heading towards you, let it be understood that the organization and you they represent are both light buildings and are unable to move. A good character, a fundamental characteristic, will reduce the negative impact of the six other mistakes and once you’ve established confidence in your character, you can begin to tackle the issue of platform mastery and sharing your teaching perspective, establishing accessibility, soliciting feedback and taking bold steps to attract amazing talent, resulting in exceptional involvement, thereby creating an organization that can stand through the rigors of time.

All you need is. Create your character, either that way or you will make you. Do your best to develop your skills on the platform whenever you notice it is lacking Don’t think you’re able to make it up. Develop a teaching perspective and make every opportunity available to communicate it across your business. Be yourself, be relaxed and become more easily accessible and easy to reach, asking your employees how you’re doing as the CEO. The ability to solicit feedback is an indication of strength, not weak points. Create an environment of talent and set up easy and powerful methods to attract loads and lots of them. Engage your employees in the running of the business as a joint responsibility, and you’re well on your path to success.