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Transcript of 10166564 Becoming a CEO
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Welcome to the worldwideWelcome to the worldwiderecognized AIESEC MBA!recognized AIESEC MBA!
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Courses
Becoming a CEO
Prof. Lopez and Kovács
The external MCP
Prof. Ran and Dhingra
The Yin and Yang of sustainability
Prof. Ciolpan and Garelik
Leading transition and teamdays
Prof. Khaletskaya and Ciolpan
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Requirements of graduation
Proactivity and taking responsibility
for your learning
Supporting the learning of others
Implementing in your business
what you have learned
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What we offer...
� High quality, practical learning
� Insight into running business operations
� A neww perspective on being MCP
Prestigious ,,AIESEC MBA´ diploma at the end!
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IDEA
PL AN
EXECUTION
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CHIEF
EXECUTIVE
OFFICER
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,,E very truly great leader has an instinct for execution, but that instinct is not typically cultivated
in the selection, training and development of
leaders. A high proportion of those who actually rise
to the top of an organization make their mark ashigh-level thinkers, uninterested and (as a result)
uninvolved in the ³how´ of getting things done.
Many do not realize what needs to be done to
convert a vision into specific tasks. ³
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Becoming a CEO course
� 7 key behaviours with exercises
� Leadership and management experience of
Prof. Lopez
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7 key behaviours
for execution
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1. Know1. Know your people and your businessyour people and your business
� Leaders have to live their businesses. In
companies that don¶t execute, the leaders are
usually out of touch with day-to-day realities.
The bulk of information that reaches them isfiltered ² presented by direct reports with their
own perceptions and agendas.
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1. Know1. Know your people and your businessyour people and your business
� List your 10 key stakeholders as MCP!
� Select the top 3 most important to you!
� Prioritize them!
� Define what each of them expects from you! (3-5
key points)
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2.2. InsistInsist on realismon realism
� Many organizations are full of people who try to
avoid or shake reality, because it is
uncomfortable, or too revealing of mistakes
made. Yet, realism is the heart of execution, andmust be made a priority in every organization.
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2.2. InsistInsist on realismon realism
� Orsika¶s story
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2. Insist2. Insist on realismon realism
� Assumptions VS. Reality
ASS U ME
� What are your 3 key assumptions about your
country?
� How grounded are they?
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3. Set3. Set clear goals and prioritiesclear goals and priorities
� Leaders who execute focus on a very few clear
priorities, for a number of reasons: 1) focusing
on fewer (three to four) priorities will produce the
best results from the resources at hand; and 2)people in contemporary organizations need a
small number of clear priorities to execute well.
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3. Set3. Set clear goals and prioritiesclear goals and priorities
� Look at the structure of your team!
� List the 3 key goals that measures the success
of each of your MCVPs!
± At the end of their term, how do you and they know if
they were successful?
± How would you track it?
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4.4. FollowFollow troughtrough
Clear, simple goals don¶t mean much if nobody
takes them seriously. The failure to follow through
is widespread in business, and a major cause of
poor execution.How many meetings have you attended where
people left without firm conclusions about who
would do what and when?
Everybody may have agreed the idea was good,but since nobody was named accountable for
results, it doesn¶t get done.
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A high-tech company was hit hard by the recession of
2001, suffering a 20 percent decline in revenue. The CEOwas reviewing the revised operating plan for one of his most
important divisions.
He congratulated the division president on how well he
and his people had reduced its cost structure, but notedthat the business would still fall short of its target for return on
investment and he offered a possible solution.
He¶d recently learned about the importance of velocity,
and suggested that the division could make real gains by
working with its suppliers to increase inventory turnover.
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³What do you think you can do?´ he asked the
purchasing manager.
The manager replied that with some engineering help,
he thought he could make substantial improvements. ³I¶d
need twenty engineers,´ the manager added.
The CEO turned to the engineering vice presidentand asked him if he would assign the engineers to the task.
The vice president hemmed and hawed for half a minute.
Then he said, in chilly tones, ³Engineers don¶t want to
work for purchasing.´
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The CEO looked at the vice president for several
moments. Finally he said: ³I am sure you will transfer twenty engineers to purchasing on Monday.´
Then he walked toward the door, turned, and looked at
the purchasing executive, and said: ³I want you to set up a
monthly videoconference with yourself, engineering, theCFO, and me and the manufacturing manager to review
the progress of this important effort.´
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What did the CEO do here?
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� Ensure the involvement of all people that have
to be but only the people that have to be
4.4. FollowFollow troughtrough
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� Have a follow up system (not only a
computerized system but a system for yourself)
� Determine a balanced follow up frequency (KYP)
(SUCG)
4.4. FollowFollow troughtrough
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5. REWARD THE DOERS5. REWARD THE DOERS
If you want people to produce specific results, you
reward them accordingly. This fact seems so obvious
that it shouldnt need saying. Yet many corporations
do such a poor job of linking rewards to performancethat theres little correlation at all.
� Measure
� Reward� Promote
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How to do this in AIESEC?
5. REWARD THE DOERS5. REWARD THE DOERS
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66. EXP AND PEOPLE¶S CAP ABILITIES. EXP AND PEOPLE¶S CAP ABILITIES
THROUGH COACHINGTHROUGH COACHINGAs a leader, youve acquired a lot of knowledge and
experienceeven wisdomalong the way. One of the
most important parts of your job is passing it on to
the next generation of leaders. This is how you
expand the capabilities of everyone else in your
organization, individually and collectively. Its how you
will get results today and leave a legacy that you can
take pride in when you move on.
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� The most effective way to coach is to observe a person inaction and then provide specific useful feedback
� When the leader discusses business and organizationalissues in a group setting, everybody learns.
� The skill of the coach is the art of questioning. Askingincisive questions forces people to think, to discover, tosearch
� Education is an important part of expanding people¶scapabilities²if it¶s handled right. Many companies are almost
promiscuous about it, offering cornucopias of generic coursesin management or leadership and putting far too many peopleinto them. Keep in mind that 80 percent of learning takesplace outside the classroom
66. EXP AND PEOPLE¶S CAP ABILITIES. EXP AND PEOPLE¶S CAP ABILITIES
THROUGH COACHINGTHROUGH COACHING
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Let´s excercise
� MCP ± VP outgoing X
± Uneven X performance
± Low and slow growth
± No pools diversification
± Tough personal and sentimental situation
± Very skilled. Executer. Little simpatetic
66. EXP AND PEOPLE¶S CAP ABILITIES. EXP AND PEOPLE¶S CAP ABILITIES
THROUGH COACHINGTHROUGH COACHING
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Let´s excercise!
� MCP
±L
CP
± Great support of university
± Low number of members
± Bad quality exchanges
± Very commited EB
± Unexperienced but commitedLCP ± Challenging external environment with high potential in
tourism and environmental sphere.
66. EXP AND PEOPLE¶S CAP ABILITIES. EXP AND PEOPLE¶S CAP ABILITIES
THROUGH COACHINGTHROUGH COACHING
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7.7. KNOW YOURSELFKNOW YOURSELF
� AUTHENTICIT Y: A psychological term, authenticity
meanspretty much what you might guess: you¶re real,
not a fake. Your outer person is the same as your inner
person, not a mask you put on. Who you are is the same
as what you do and say. Only authenticity builds trust,
because sooner or later people spot the fakers
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7.7. KNOW YOURSELFKNOW YOURSELF
� SELF-AWARENESS: Know thyself²it¶s advice as old as
the hills, and it¶s the core of authenticity. When you know
yourself, you are comfortable with your strengths and not
crippled by your shortcomings. You know your behavioral
blind sides and emotional blockages, and you have a
modus operandi for dealing with them²you draw on the
people around you. Self-awareness gives you the
capacity to learn from your mistakes as well as your
successes. It enables you to keep growing.
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7.7. KNOWKNOW YOURSELFYOURSELF
� SELF-MASTER Y: When you know yourself, you can
master yourself. You can keep your ego in check, take
responsibility for your behavior, adapt to change,
embrace new ideas, and adhere to your standards of
integrity and honesty under all conditions. Self-mastery
is the key to true self-confidence. We¶re talking about the
kind that¶s authentic and positive, as opposed to the
kinds that mask weakness or insecurity² the studied
demeanor of confidence, or outright arrogance
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7.7. KNOW YOURSELFKNOW YOURSELF
HUMILIT Y: The more you can contain your ego, the
more realistic you are about your problems. You learn
how to listen and admit that you don¶t know all the
answers. You exhibit the attitude that you can learn from
anyone at any time. Your pride doesn¶t get in the way of
gathering the information you need to achieve the best
results. It doesn¶t keep you from sharing the credit that
needs to be shared. Humility allows you to acknowledge
your mistakes.
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AuthenticitySelf-awareness
Self-mastery
Humility
7.7. KNOW YOURSELFKNOW YOURSELF
Let´s check!
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1. Know your business and your people
2. Insist on realism
3. Set clear goals and priorities
4. Follow through
5. Reward the doers
6. Expand people¶s capabilities
7. Know yourself