How to become a CEO, how to be a good CEO

CEOs must have exceptional communication skills.

I think the biggest difference between CEO and other professions is that the CEO is a manager, and like all managers, the tasks and goals to be achieved by the CEO are obtained by borrowing the hands and brains of others. Almost all professions can be fought alone, but managers can't.

Man is a thinking primate, and if you want to organize a group of primates efficiently, you can't just have rights. Therefore, a CEO must have extraordinary communication skills in order to successfully persuade the board of directors to support his work, to make his subordinates willing to go to the trouble for him, and to obtain the cooperation of the best and customers for his company. It is the combined action of the hands and brains of all these business participants that determines the success or failure of a CEO.

When I say communication skills, I don't mean that CEOs should have the ability to speak like a speaker. On the contrary, many of the best CEOs I've seen are people who are quick to talk and act. Because, people are a little bit distrustful of people who can speak from the bones.

During my tenure at China Resources Entrepreneurship, one of the CEOs I admired the most was a very taciturn person, who usually spoke less than ordinary people, and even less when he held meetings. But every time he interjects and asks questions, everyone knows that he is on the "point".

The top 500 is not a talkative, good communication skills.

First of all, you have to be in charge.

Then the best way is to deceive the superiors and subordinates.

To be a good CEO requires a good team, so as the CEO of the company, it is important for the CEO to relentlessly pursue the right team, and it is important for the CEO to recruit the best talent for himself in the process of the company's large-scale expansion, which is a point that a good CEO must have.

To be a good CEO to constantly try new ways of enterprise development, only by constantly innovating the enterprise management model and business model, can we improve the overall competitiveness of the enterprise, and at the same time to decisively put forward some outdated concepts and working models of the enterprise, and improve the efficiency of the enterprise.

It is not easy to be a good CEO of a company, and you need to have perfect ability, that is to say, as a CEO of a company in the growth stage, you need to be able to be competent in many aspects of the company, and even to be outstanding to the extent that you can do it, and you must have a strong ability for the marketing and finance of the company.

The CEO must meet the following requirements:

Develop corporate strategies and goals.

The CEO grasps the direction of the company. CEOs need to make decisions, set budgets, organize partners, and hire a high-level management team to lead the company toward its strategic goals.

Create a corporate culture.

The CEO sets the tone. CEOs need to help shape the company's culture.

Team building. The CEO is responsible for hiring, firing, and leading the senior management team, and then they: hire, fire, and lead the rest of the workforce. CEOs need to resolve disagreements among members of the top management team.

Allocation of funds. The CEO is responsible for making the company's internal budget and allocating funds to projects that support strategic development. CEOs need to carefully consider the company's major expenses.

Marketing used to be thought of as the path to the CEO throne, but that has changed. Professor Monica Hamori of Instituto de Empresa points out that while operational experience is also necessary, it is today that the Chief Financial Officer (CFO) is the most likely to become CEO. A 2005 survey by CFO magazine found that 1 in 5 CEOs in the U.S. were previously CFOs, nearly twice as many as 10 years ago.

The importance of a company's quarterly reporting and the increased scrutiny following the implementation of the Sarbanes-Oxley Act put the importance of the CFO's role in the spotlight and, of course, an opportunity for them or them to make a difference. Another element of becoming a CEO is whether you've been with the company since you joined it at a young age. Professor Hammery and Peter Cappelli of the Wharton School of Business in the United States have studied some companies in Europe and the United States and found that it takes 22 years for "lifelong employees" to become CEOs in the United States and 24 years in Europe.

In contrast, a "job hopper" who skipped three or more slots took at least 26 years on average to become a CEO. The time it takes to become a CEO is also shorter than in the past. The average time between the first job and the time to become a CEO dropped from 28 years in 1980 to 24 years in 2001.

In addition, successful managers spend less time in each mid-level role than in the past, and the number of positions they have worked on the path to CEO has dropped from six to five. One reason for the acceleration of promotions is that the company's hierarchy is flatter than before. Another important change is the emergence of female CEOs.

In 2001, women accounted for 11 percent of the CEOs of top U.S. companies, up from zero in the '80s, according to a survey by Harmory and Cappelley. The study also shows that CEOs in Europe are younger, with an average age of 54, compared to more than 56 in the United States, and 26% of American bosses are tenured employees, compared to 18% in Europe.