| "Our Guarantee - If you do not see improved results we will work with you until you do" - Samuel Day, Managing Director Happening People | | "Happening People are highly responsive to the dynamic needs of the Nine Network, delivering cost savings and great people focused results" - Scott Soutar, Station Manager Nine Network Australia | | "We experienced measurable performance changeā€¦" - Matt Newcombe, TSA Employment Plus | | "We have grown our business thanks to Happening People" - Mark Flinn, Principal & Wealth Manager, Yellow Brick Road | | "Happening People was able to design solutions which effectively tapped into the idiosyncrasies of our teams" - Elaine Wilson, HR Director, Boehringer Ingelheim |
What's Happening
The newsletter for switched on people
Issue 66 | July 2004

A CEO's role

Nothing prepares you for life at the top, no matter how long you've worked for the company. With an average of four years to prove yourself, the pressure to perform is enormous.

This is Andrew Cornell's opening to his article 'The Trouble with being a boss' in this past weekend's Australian Financial Review. It's a fascinating take on the life of managers. The following comments are exerts from the article.

Many CEOs will readily admit that it's lonely at the top, but the challenge of that singular experience can vary enormously.

So just what makes a successful CEO seems a question as much mystical as scientific, with boards of directors swinging between trusted lieutenants, mavericks, celebrities and even rank outsiders with no business experience.

It's no small issue and there's no consensus, either in the academic
literature or out in the market, about how to choose and prepare the best CEO.

Yet it is a critical issue as Australian chief executives have half the life expectancy (holding the position) of barely over four years, almost half the global average.

Boards are becoming much more aware of the sort of qualities they expect from a CEO and continue to strive to link remuneration with longer term value added for shareholders.

A CEO Forum roundtable with chief executives last year isolated issues such as:
1. Dealing with people
2. Communicating a vision
3. Disseminating a culture
as central to the CEO's role. As well as a need to reassess priorities.

These are all critical and tough issues for many the role of managers at all levels of an organisation. When organisations put them first success prevails, according to the CEO roundtable.

Personally speaking

The New TV show on line now
The feedback from our latest on line TV show "Feng Shui at Work" has been awesome.
Thank you everyone! If you haven't yet seen it out go to www.happeningpeople.com or www.samstable.com .
Select the right connection for you, either dial up, ADSL or cable and watch on line.

The special series on customer service was well received and I've had requests for a series on Sales. So stay tuned in the coming months.
Until next month's issue, take care.

Kind regards, Sam


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