How To Break CEO'S Trial Spell

The days of CEO will be even more sad than ever.

Quite a lot

The first appeal of CEO is almost all focused on demanding performance requirements.

But most CEO candidates rarely meet this high standard. Their commitment to the enterprise is actually flickering, otherwise they will hardly get the chance.

Next, they need to face the cruel probation period. In the trial stage, they need to prove their strength immediately, and put their own

Prove strength

CEO candidates must have a rational judgement of themselves and their environment. Otherwise, even if they get a job with the help of luck, they may be swept away by the enterprise. This will not only seriously affect their mentality, but also leave a grey record on their resume.

To judge the environment, airborne CEO must understand why the company wants to hire you.

I want to bring changes to the company through you.

But human nature determines that they do not like change, and people like what they are familiar with.

When you take office, those senior subordinates know that you will have different ideas and goals, and these new goals and new ideas will touch their "safety belts".

So what you have to do is pition. You have to let them know that though there will be changes, they will make them more successful and work more effectively. You must show others your value.

You should not aspire to win the recognition of all.

You can identify some leaders, those who are more open and willing to accept change and do not satisfy the current situation.

Those people are your partners.

Your task is to prove that you have the ability to promote business growth, raise the salaries of subordinates, and increase their chances of promotion.

Take time to know your subordinates.

Airborne CEO must spend more time with subordinates.

Everyone has strengths and weaknesses, and you can communicate with them about their work, roles and major challenges.

Many excellent CEO will spend a lot of time understanding their subordinates.

For example, the new president of Harvard has spent more than 2 months at the beginning of his presidency to go around the world and have lunch with 62 subordinates to get to know them.

So you need to go down the stairs and spend time with the key members.

As a business executive, you should know how to evaluate and judge a person.

You can ask questions, let subordinates describe their work and management methods, so that you will quickly understand them.

When we interview candidates for CEO, we do not ask them to describe the result of the matter, but pay more attention to the whole train of thought and the way they use it.

To understand the backbone members, the ultimate goal is to build up a team with their own core.

CEO's subordinates will have many senior management members, who are experienced, have higher expectations, mature views, and have a stable position in the company.

So you must respect these people, rely on these people, and discuss business development plans with them instead of using power to exchange blood.

Of course, in the process of change, it will take some time for others to understand and accept your vision and methods of work, because this is not just talking about it, but for the value of the new leadership and change, people need to see and see for themselves.