The plight of the CEO and the way out

In recent years, CEO of work is getting the wider range, complexity has increased dramatically. These CEO rule in the world are usually enterprise have operation, in most of the market and has not yet been experience under the baptism of economic fluctuations obsolete. They led the company and organization structure is no longer a simple pyramid structure, but a complex network, and administration and network weaving overlap, intricate.

For many, the CEO of short term concerned, they may soon will feel the work overwhelming, no doubt, one of the important reason is that existing in the work of many challenges. In more than 25 a CEO to conduct interviews, we know about these ceos surveyed how to clear the direction, and not to be around other interfering factors.

In addition to CEO in a large scale and complicated operation organization in common problems and challenges, but also the six and time management and take over the goal programming related specific difficulties. When we put these difficulties set it before them, they according to his many years of practical experience, and how to balance between requirements in many XunQu, how to spend time on the blade, are these issues. These valuable experience let them set up the prestige, make enterprise potential to the full, forward development and create a record, and at the same time left a proud tradition of the enterprise. Respondents for we planned for the following six strategies.

The tiananmen incident a "principle

Every CEO spend the time on in commercial activities according to the characteristics of the enterprise will be different and different. A former CEO of dialogue and we said, the problem is that you schedule filled with daily operation of the business enterprise of of all kinds, but these things to achieve your business goal is no good.

Many CEO tackle the problem method is to follow the tiananmen incident a "principle: they spend 60% of their time went to deal with those special" must do ", such as enterprise management, investor relations of such matters. The remaining 40% of the time used to solve the goal programming to its realization is the question. According to respondents mentioned, although all sorts of crisis and "on the day of the incident" inevitably hit at any time, but if you would give these events emergency degree establish a standard, not directly deal with those in the affairs of the below standard, so many distraction or very good control over trifles. Many people have mentioned, follow the plan needs is self-discipline and self-control. An industry CEO said he began to feel both in a also do up is not easy, "I think my job is to solve all problems and exterminates, work is a round-the-clock. That is panic, not a type management leadership".

As a CEO, how to ensure that those who are not from the many problems distract? One way is to understand that not every problem need you to solve. There is a food company's old total so said: "I need to know these things. But this is not to say that I need to go to solve them." Another CEO said, only when the emergency is like merger and acquisition or management major problems, he will be in.

The second kind of control problem is let everybody know you won't because any unexpected situation and panic. A CEO, said he would rather early intervention potentially dangerous affairs, make its not expansion into a more difficult problem. To cap it all, selective processing problem can bring many benefits. "The key thing is to face significant problems don't panic, or people feel you are very nervous." A certain agricultural company manager said, "you have to know, you passed to the team is what kind of message."

Swiftly team

65% of ceos surveyed said, talent and human capital is the priority, but it is also one of the most difficult issues. You have to as soon as possible to set up his own team. Usually you will be very easy to spend a lot of time looking for related information, trying to persuade the best talent to join slowly team. But, up and down a lot of time they actually consciously to speed up the process. Almost no one regret this difficult problem in personnel decisions in brief, and many people had upset the deadline.