March 07, 2010: Being a CEO is different
Category: Administration - CEOs
Posted by: David M Patt
Specialists and senior managers often have difficulty adjusting when hired for a CEO position. The definition of success is different, the connection to the Board of Directors is different, and social relationships within the association are very different.
A CEO's success is based on achievement of corporate goals - more money, more members, more conference attendees, more legislation passed, more publicity, etc.
Specialists and senior managers are accustomed to being evaluated by the quality of their programs.
From the CEO's perspective, though, if improving program quality does not result in more money, more members, more conference attendees, more legislation, or more publicity, the resources spent on program quality were wasted.
CEOs are the chief strategists and resource people for the Board. They typically make recommendations to the Board and, when necessary, tell the Board that it is making the wrong decision.
Specialists and senior managers too often follow orders, even when they should tell the CEO that a wrong decision has been made.
CEOs are supervisors who hire, evaluate, and fire people. Their social network within the profession usually consists of other CEOs.
Specialists and senior managers are often buddies with co-workers and, if promoted to CEO, will have to make personnel decisions that affect people who used to be their peers, and with whom they may have personal relationships that could influence their judgment.
If you are going to become a CEO, you'll have to change your perspective and priorities. That will probably be easier if you move "up and out," and assume the CEO role in a different association.
A CEO's success is based on achievement of corporate goals - more money, more members, more conference attendees, more legislation passed, more publicity, etc.
Specialists and senior managers are accustomed to being evaluated by the quality of their programs.
From the CEO's perspective, though, if improving program quality does not result in more money, more members, more conference attendees, more legislation, or more publicity, the resources spent on program quality were wasted.
CEOs are the chief strategists and resource people for the Board. They typically make recommendations to the Board and, when necessary, tell the Board that it is making the wrong decision.
Specialists and senior managers too often follow orders, even when they should tell the CEO that a wrong decision has been made.
CEOs are supervisors who hire, evaluate, and fire people. Their social network within the profession usually consists of other CEOs.
Specialists and senior managers are often buddies with co-workers and, if promoted to CEO, will have to make personnel decisions that affect people who used to be their peers, and with whom they may have personal relationships that could influence their judgment.
If you are going to become a CEO, you'll have to change your perspective and priorities. That will probably be easier if you move "up and out," and assume the CEO role in a different association.
