Maintaining CEO Success and Status

Maintaining CEO Success and Status

Chief executive officers must be leaders above anything else. Leadership goes beyond a sharp business mind that can exploit a situation for the financial improvement of their organization. True leaders are individuals who inspire, motivate and make others feel better about themselves and their role within the company. Leaders are the sort of people others follow not because they have to, due to rank and office, but because they want to. Leaders have the ability for making people feel as if they aren’t actually following; they are simply doing what is in their own interest. To achieve such status and success as a leader is partially intangibles; not every individual is cut out to lead. However, CEOs can examine five key aspects of their professional habits and determine for themselves how to up their pedigrees as true leaders of men and women.

How to Maintain CEO Success and Status

Placing action before showing off There are CEOs who demand the limelight. They take every opportunity, big or small, to show to others their worth and abilities. This may mean staging public relations event or simply taking exaggerated steps to gain the notice of the group of people surrounding them. Then there are others who see that some action or step must be taken, and quietly go about their business to accomplish the task with little fanfare. These individuals seek to get the job done. The latter type of individual is the sort of person who does not demand respect; they acquire it through their true abilities and dedication to the cause. Knowing how to maximize their workforce A true leader understands that every individual employee has their own strengths and weaknesses. Shrewd leadership therefore tends itself to know that employees should be allowed to play predominantly to their own strengths. By doing so, the individual does not really feel as if he or she is even working. They are happy, fulfilled and at ease to be exactly who they are; under these circumstances, they are also vastly more productive, creative, and efficient. Breeds a culture of accountability Executives and managers demand accountability from their staffs. They know everyone must fully take responsibility of their own tasks to ensure the well-being of the collective whole. It is one thing to communicate through speeches or memos. It is another to demonstrate it in one’s actions and personal encounters. If you, as a CEO, fail to do something- whether it is forgetting your glasses or a document prior to a meeting-do you send an underling to remedy the mistake, or do you handle it yourself? While such a tiny act can seem insignificant, it is the little things that spark greater movements. Be the guiding light towards better corporate cultures and success.

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Non-Executive Director: A New Perspective On Your Career

Take the blame when circumstances go awry There will no doubted be hiccups along the way for any business. A computer issue may occur, which causes customers to lose service and work stoppages. A leader, who has no operational role in this affair, will own up to this blunder. He or she will apologize and vow to do everything possible to not have this happen again. When something goes amiss, great leaders don’t use the royal “we.” They take full responsibility. Uniquely, taking responsibility publicly, they create a stronger team building atmosphere within their organization, and reinforce the idea of the collective whole. Know where to draw the lines Leaders typically need to define new barriers are their companies seek out opportunities. They are doing radical things, and they are showing a new degree of openness and risk-taking in business practices. Knowing when to draw the line, however, is the difference between success and failure. Leaders need to propagate a strong sense of boundary setting, whether it is based on ethical or fiscal matter.
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About the author

Jamie McDermott

Involved in Business Development and Technologies at Career Intelligence. Based in the Fleet Street, London office since the start of 2014.


  1. Ut Oilman
    January 28, 2014 at 2:10 pm

    Dear Ms. Green,
    Excellent article!
    First of all as an inherent and essential quality for a true leader, I would add the ability to INSPIRE. This inspiration comes from a set of solid moral and ethical values as well as treatment of the people she or he is leading. This inspiration also lasts well beyond the tenure of the leader.

  2. Jamil Melhem
    January 28, 2014 at 8:13 pm

    There are a lot of Administers, managers and CEOs through the years , but very few leaders. I , trustfully , will be one.

  3. Aspiring CEO
    January 29, 2014 at 9:59 am

    Agree about breeding a culture of accountability, but find the examples given (gasses/ forgotten doc) rather weak. Asking your PA to get your glases isn’t going to have a high impact on your CEO image, especially if doing so yourself would deprive you (and others) of useful minutes of informal convos before the meeting starts. Assess situations on a case-by-case basis and go for the more sensible action.

  4. Dr.Ihab Elmaghrabi
    February 1, 2014 at 3:28 pm

    That Sounds very good

  5. Daniel De Munter
    February 1, 2014 at 5:45 pm

    ¨Breeds a culture of accountability¨