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Porter's Seven Surprises for New CEOs |
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Summary of Seven Surprises for New CEOs - Porter. Abstract |
Michael Porter (2004) Jay Lorsch Nitin Nohria |
The Seven Surprises for New CEOs were described first in the HBR of October 2004 in an article by Michael Porter, Jay Lorsch and Nitin Nohria on CEO leadership.
As a newly minted CEO, one may think to
finally have the power to set strategy, the authority to make things
happen, and full access to the finer points of your business. But if one
expects the job to be as simple as that, you’re in for an awakening.
Even though you bear full responsibility for your company’s well-being,
you are a few steps removed from many of the factors that drive results.
You have more power than anybody else in the corporation, but you need
to use it with extreme caution.
Porter ea have discovered that nothing—not even running a large business
within the company—fully prepares a person to be the chief executive.
The following seven surprises are most common for new CEOs:
These seven leadership lessons carry some important messages:
👀 | TIP: To learn more, have a look at the New CEO center: Summary, forum, tips and tools. |
Compare with the Seven Surprises for New CEOs: Seven Habits (Covey) | Value Based Management | Strategic Stakeholder Management | SMART | Path-Goal | Leadership Continuum | Theory X Theory Y | 4 Dimensions of Relational Work | Leadership Styles | Strategic Intent | Results-Based Leadership
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