The Four Primary Functions of CEO Leadership

By Rick Johnson

The majority of effective CEO/President leaders seem to be natural visionaries. Although, I admit, that there are successful leaders that can't see past lunch. However, those leaders without the vision that are successful are successful because they have the unique ability to surround themselves with high quality people. Almost unanimously this type of leader has at least one member of his team or Board of Directors that fills that visionary void. Today's individual leadership models, to be effective, must embrace an empowering framework not a commanding one. The most effective way to get employees to release discretionary energy, ideas and information is to mobilize their human energy through empowerment. That is the basis of the "Lead Wolf Model" of leadership.

1. The Visionary --- This is the platform for the functions of leadership. A visionary leader defines the company's destination. They craft the core values and define the culture of the organization. Clarification of goals and initiatives are a primary responsibility and the leader must distill a concept of success throughout the organization.

2. The Cheerleader --- The cheerleader's primary responsibility is to keep the team focused and motivated. They in essence are the primary team builder starting at the top with the executive team. But creating an effective executive team isn't enough. The leader must instill the coaching and mentoring concept in the core belief system of his executive team to insure that these values are passed down throughout the organization.

3. The Role Model --- Do as I do. That is exactly what employees will do. The leader is and must be highly visible to all employees. The leader has a responsibility to reinforce the success principles and core values of the organization. Day to day actions, managing by walking around, open communication, empowerment and generating employee feedback are key responsibilities of the leader as a role model.

4. The Last Chip ---- The ultimate decision maker for the toughest decisions. This requires mental toughness, total honesty and integrity. These types of decisions are often forced by external forces, unpredictable circumstance or long term investment activity. The leadership function called the last chip is defined this way to reinforce the concept of empowerment. A leader's primary responsibility is not to make day to day decisions but to empower his employees to make the majority of those decisions with only those critical, long term, high investment, futuristic decisions reserved for the leader.

All four of these functions are critical to the success of the leader and critical to the success of the organization. All four of these functions including the "Last Chip" apply to all other leaders in the organization to the degree that is relative to their functional responsibility. The definition of "Last Chip" is the only function that carries with it a level of variability. Keeping these four functions of leadership in the forefront when building your own personal leadership model will help you maintain a servant style embedded in your model which is the only way to maximize success in today's environment with today's workforce.

Check out Rick's new CD and workbook Real World Leadership Kit --- "Learning to Lead So Others Will Follow: http://www.ceostrategist.com/resources-store/real-world-leadership.html

http://www.ceostrategist.com - Sign up to receive "The Howl" a free monthly newsletter that addresses real world industry issues. - Straight talk about today's issues. Rick Johnson, expert speaker, wholesale distribution's "Leadership Strategist", founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com

Article Source: http://EzineArticles.com/?expert=Rick_Johnson

Finding the Right Metrics For Marketing

By Sam Miller

Marketing is an essential part of every organization. Companies, in most cases, invest huge amounts for marketing efforts since such could pave way for big earnings. Marketing however is not that simple. In fact, it can get complicated at times, especially if the strategies are not studied well. Therefore, finding effective metrics for marketing is a continuing challenge for business owners.

Measuring the performance of the implemented promotion metrics is important. Sadly, many PR professionals ignore this truth. They fail to remember that evaluation of a specific promotion plan is still part of the whole marketing strategy. Managers and owners would assess whether the promotion move was effective or not only through evaluation.

There are key marketing measurements that companies may use in assessing their promotion campaigns. But before going through details, let us understand first what these marketing metrics do and why they are deemed relevant to business operations.

Marketing metrics have become an important part of the whole promotion process. Businesses today are keen on finding whether the launched marketing campaign has effectively reached its market or not. This practice was brought about by the stiff competition in the corporate world nowadays.

In definition, marketing metrics are measures taken by either a company or organization to estimate and eventually bridge gap between the marketing strategy, its implementation, and the result. The benefit of having promotion metrics in a business is that lapses in the marketing plan can be addressed properly. Thus, there is always a chance to perfect a campaign. In the same level, those marketing plans, which did not create an appeal to the market, can be replaced with a much better marketing approach. With all these efforts, profits for the company will be within reach.

Now what makes an effective marketing metrics is the next question here. The answer to this is quick response. Remember that while you are measuring the performance of a specific campaign, it does not mean that the said campaign should be simultaneously stopped, too. Therefore, immediate response is the key to a successful promotion metrics.

Among the areas that marketing professionals should look into during their evaluation of a campaign are the revenues per client and the average volume of orders. These two should be made primary focus of promotion metrics. Most likely, an increase in the volume of orders would normally result to increase in sales. Take note that companies would assess performance based on outputs, thus, it is important that for a campaign to be regarded as successful, then it should have significant effect on sales.

Two things can only happen after a marketing plan has been created. It will either be a failure or a successful move. Companies would obviously want to get rid of failures. Hence, best effort is required from each member of its marketing team. Here are some of the helpful tips. Determine a specific goal. For instance, an increase in sales is a common target in every promotion campaign. Discuss possible problems that may be encountered during the campaign's implementation. Likewise, draft countermeasures to address the possible problems. Do not forget to assess the performance of the said campaign based on the agreed goals. This is because assessment is a very important part of the metrics for marketing.

If you are interested in metrics for marketing, check this web-site to learn more about roi for marketing.

Article Source: http://EzineArticles.com/?expert=Sam_Miller

Genius Management 101 - 6 Rules to Develop Talent Management to Drive Organizational Excellence

By Dr. Jim Sellner Ph.D.

• Genius Managers grow strong performers.
• They do it right by building relationships one conversation at a time -- many times.
• Genius Managers use the know, like, respect, trust dynamic.
• Genius Managers develop people's competencies and motivation.
• Genius Managers work everyday to align, engage and empower employees.

The genius manager's 6 rules:

Rule 1. Set a Measurable Goal

• Every goal and action plan is written to make sure it happens. Dates and names are attached to each item.

Rule 2. Develop a Strong Hook to Motivate People

• Conversations grab the employee's interest, usually brief and to the point.
• The genius manager knows the employee's job specific requirements.
• S/he tells stories that engage people in their everyday world.
• S/he asks people to tell stories that convey successes and failures plus what has been learned and how it can be applied.

Rule 3. Convey a Focused Message that Respects the Person and Her/His tasks.

• Talk directly with the person. Maintain eye contact.
• Appreciate each person's contribution.
• Always keep one key performance improvement in mind. Ask for the employee's input.

Rule 4. Be Aware of The Person's State of Mind.

• When face to face with a direct report, pay attention to her/his voice tone and body language.
• If you sense some upset, find out what going on.
• Ask, "What might you do right now to relieve your upset?"

Rule 5. Every employee is a customer.

• Ask, "How can I be of help?" "How am I getting in your way?"
• As in the customer relationship, so too in the employee relationship, outline a call to action.
• Describe and negotiate mutual benefits to both the employee and the company.

Rule 6. Make Responding An Easy Requirement For the Other Person

• No matter what kind of situation, whether it be tense, conflicted, relaxed or hurried, be available to hear the person's point of view.
• Listen carefully for problem-solving opportunities.
• Reflect back what you heard to gain people respect.
• Clarify the issues so people know that you are working together.
• Jointly work out a solution so people develop a trust that you have their best interests in mind.

Bonus Tip: Every once in awhile, surprise your employees with some kind of goodie that they will appreciate.

Be a Genius manager -- always on the hunt for ways to bring out the genius in others. No idiots. No dummies.

To get your FREE Instant Access to -- A TASTE of GENIUS -- go to http://subject2change.ca
From Dr. Jim Sellner, PhD., DipC. -- The Genius Leadership Way

Article Source: http://EzineArticles.com/?expert=Dr._Jim_Sellner_Ph.D.

Failure - The Springboard To Success

By Martin Sawdon

"What kind of bird-brain are you? Gee-Whiz, a three year old could have done a better job than that!" As contributors to the future success of your organization, those words might be the most counterproductive in the English language. How often have you seen or experienced a response like this to an error at work and the victim, already downcast by disappointment at failure feels even worse after a thorough tongue-lashing.

What do we teach by behaving like this or condoning it? We demonstrate our belief that success is everything, the only acceptable outcome of every initiative. Had Edison thought that way we would still be relying on candlelight for those long, dark winter evenings!

If you want your workplace to be ultra-successful, cutting edge technology, a unique product, the best processes and people alone will not, cannot take you there. Yes, the workplace ultra-successful in bean-counting terms shares all those qualities but the magical additional ingredient is becoming a place people would almost die to join, becomes more successful by encouraging discovery and innovation. As leaders, this is something we must nurture............and failure is a stepping-stone on the way to success.

The workplace ultra-successful in bean-counting terms will not, cannot achieve that status unless it becomes a workplace which people would almost die for the opportunity of joining. That's the difficult part. The easier components are those which typically come to mind immediately: securing great technology, a unique product well made or delivered, the best processes an accomplished sales force..........and one thing more:the encouragement of discovery and innovation. Part of that is putting in place the characteristics of the appropriate environment and there are two. The first is the easier: the physical environment and requirements. More difficult is creating a culture which encourages discovery and innovation and even more importantly, accepts mistakes, our people's and our own.

How many of us learned to ride a bike without ever putting a toe to the ground.........became fluent in a foreign language without embarrassing moments...........or learned to dive without experiencing the occasional bellyflop? Failure is not the problem. The problem is failing to learn.

The emergence of a pattern of errors signals the need to take some steps very quickly, there are important discoveries to be made, questions to be asked. One of the most important is whether this staffer is working in an area which they love, is he or she practising their values? Unless that is the case she will never excel. Sometimes we might discover that the best option both for our organization and the individual is to find another role, one they enjoy and in which they can succeed.

The ultra-successful workplaces practises enlightened management but that does not mean it guarantees employment for life. When it has failed in its goal to hire for values, when it recognizes that a staffer's talents are incompatible with those needed in the organization, rather than fire them dramtically and with hard words, with respect and compassion it guides them to another organization, more suitable.

The next time one of your people fails, ask the questions contributing to their future success. Harness the power of failure as a springboard to success!

The Top Ten Questions To Ask Following A Team Member's Failure...in an atmosphere of collegial exploration.

1) What was the desired outcome?
2) What were the unheeded early-warning signals?
3) What were the most important resources which were not consulted?
4) What intuitive signals did you overlook?
5) To what extent were you on your best game and what was standing in your way?
6) To what extent might the result have been influenced by better time management?
7) If starting again, what would you do differently?
8) In terms of benefiting the organization, what's the most important learning ?
9) What's the most important learning about your self?
10) What's the best way in which I can support you right now?

Martin Sawdon, May 2009.

Martin Sawdon champions creation of The Sustainable Workplace™, that's the workplace ultra successful in beancounting terms which can only be achieved by creating a place people would almost die to join. He does this through his speaking and coaching. You can visit Martin at http://www.coachingworks.ca and http://www.thinktanksummit.com and contact him via martin@coachingworks.ca

Article Source: http://EzineArticles.com/?expert=Martin_Sawdon