How to Think Like a CEO:

Become a Better Leader

David Grossman, ABC, APR, Fellow PRSA

Ever wanted to peer inside someone else’s brain? To see what’s

in there? Or to understand what makes another person tick? How
about looking inside the brain of your CEO? You don’t want
to?

Think again. How might understanding the mind of a CEO help

you take stock of your professional strengths and
weaknesses? Understanding how others think is critical to
influencing others and getting results. Once you know what
someone is thinking, you’re in the best position to be able to
persuade them and move them to action.

A second benefit of knowing how others think is that you can

model yourself after those who are successful — in this case,
CEOs. When you know the practical behaviors and skills that
work for the most effective leaders, you can decide which
strategies might work for you.

I’ve been privileged in my career to work with dozens of CEOs,

see inside their boardrooms and be part of some of their most
private conversations, when they often feel the most
vulnerable. It’s through these defining moments that I’ve
gained insights into how CEOs think, and what they care about
most.
 10 things a CEO
cares about

Here are the top-10 things a CEO cares about, defined from the
CEO’s perspective. I then provide a self-reflection point. In
the end, understanding these points can help any professional
— from entry-level to senior leader — be more effective,
productive and content with work.

1) All about the board: focused on his bosses

Your board is the ultimate set of bosses. The CEO’s results
and legacy can easily be undone by poor governance.

Typically, boards are focused on the long term, and managing

up has never been more challenging given corporate missteps,
watchdog groups, investor and analyst groups and media
coverage, not to mention the individual interests of board
members themselves that sometimes come into play.

The CEO’s boss — the board — makes the weather and needs to be
carefully and purposefully managed.
Reflection point: How are you purposefully “managing up” with
your boss? Whether you have a good or bad leader, you need to
manage your own career. How have you taken control of your
career, and are you purposefully managing it?

2) Performance is king: key financial results are essential

I met with a CEO recently who made it clear from the first
minute of our conversation that he was all about performance
(as well as being disciplined on how his organization achieves
results — see the next point).

He knew who his customer was, how his business made money for
its shareholders and where revenue and earnings were going to
come from. He knew the numbers he needed to hit and was laser
focused on achieving those results: “You get a second chance
if you miss the plan once.” Those were carefully chosen words.

Reflection point: Do you have clarity on how you are measured

and what success looks like? How do you regularly track
progress and stay in tune with changing expectations?

3) Culture is as critical: how work gets done matters

One of the CEOs I’ve worked with said, “If you get the
behavior right, then everything else follows.” His focus was
on how people worked, along with ensuring the right work was
getting done.

A top responsibility of any CEO is to shape the values and

standards of the organization. This is about determining the
organization’s core DNA — who it is and what it stands for —
especially when times get tough or crises hit.

To effectively shape values and standards, leadership must be

aligned and exhibit the critical behaviors and daily actions
central to the organization. The systems in place, such as
performance management, also need to be synced up to drive
desired behaviors, especially in times of change.

Reflection point: How do your actions and words send the

message that performance matters? How are you promoting the
organization’s values and ensuring that your behaviors are in
sync with its core values?

4) Define, then align people to a common context

This is about how he or she sees the context in which the
organization is operating, which drives the strategy.
Employees come into the workplace with their own perspective
because of how they were raised, their experience, worldview
and the like.

That’s a wonderful thing because we need diversity more than

ever inside organizations, especially where innovation is
essential for success. However, to make smart business plans
and decisions, employees need to understand the collective
context that the CEO and executives have agreed upon, which is
driving the strategy and change agenda.

Former Procter & Gamble CEO A. G. Lafley talked about this as

“defining and interpreting the meaningful outside.” Since the
organization has many important stakeholders, Lafley suggests
defining the most important constituency, and ensuring that
everyone acts with that stakeholder in mind.

Today, CEOs are focusing on these critical stakeholders as

well as the other factors that most impact the strategy —
whether it’s changes in the marketplace, customer needs,
growth opportunities or leveraging internal core competencies.

Reflection point: How do you define the context for your team
to ensure that their work is relevant to supporting the
organization’s strategy, and that they’re seeing the
importance of how their work contributes to the success of the
larger organization?

5) Grow leaders, especially future leaders

Today’s boards want to know there are a number of possible CEO
successors in place; likewise, one of the CEO’s important
jobs is to ensure a competent management team across the
organization, and to create a solid succession plan.

As legendary GE CEO Jack Welch said, “My main job was

developing talent. I was a gardener providing water and other
nourishment to our people.”

A former boss of mine used to say that no one could be

promoted out of a job until at minimum there were two people
who could step in.

Reflection point: How are you helping the people on your team
develop? Do they get feedback from you regularly (not just
once a year during performance reviews)? Do you know their
career aspirations? As for succession planning, is there a
plan in place and are there a number of people who could step
into your shoes?

6) Make everyone in the organization feel valued

Successful CEOs make everyone they come in contact with feel
genuinely important and valued. Two of the greatest human
needs are to be heard and valued. Great CEOs regularly
interact with employees. They know employees want to hear from
them and seek ways to extend their visibility. They ask
employees open-ended questions, and listen intently. They
share what they appreciate about what employees are saying in
specific terms (to reinforce critical behaviors). They
remember employees and what they do.

A company president who I work with makes a point when

visiting sites to talk with everyone who’s working
there. While he meets with management, he dedicates much of
his time to frontline employees. He learns from them, and
everyone knows one of his top priorities: the people who
interact every day with that organization’s customers.

Reflection point: In what ways do you make others feel valued?

Do you view interactions as transactions or opportunities to
connect? How do you make time for opportunistic
conversations? Do you share what you appreciate about others
in very specific terms? How do your actions send a message
about what you care about most?

7) Define the organization’s core competencies

The CEO is focused on what the organization is best at and/or
what it’s uniquely qualified to do. (This also helps define
what the organization will not focus on.) What are the
boundaries for what the company will and won’t do? Several
years ago, McDonald’s diversified by adding a number of other
food-related businesses before it got back to basics on its
core competency — being in the hamburger business, not in
pizza or Mexican food.

Reflection point: What are you uniquely qualified to do for

your organization, and is that where you spend your time and
energy? How do you provide guidance for your team on top
priorities (and what the team shouldn’t do)? How do you make
sure that your employees are focused where they are best?

8) Balance the focus on today and the future

This is the consummate leader’s dilemma: how to balance
results needed today with the investment required for the
future.

I’ve seen many CEOs trade long-term sustainability for short-

term results; others are willing to sacrifice margins now to
help ensure new growth efforts, whether that’s new markets,
innovations or expanding products and services.

Reflection point: In your job, how do you balance the need for
results today with the importance of planning for the future?

While executing today, how are you setting up standard

operating practices and processes for the future? If you
tracked your time, then what might the mix be of time spent on
today versus the future, and do you have the right balance?
Would your boss agree?

9) A sense of urgency
I haven’t met a CEO who wasn’t impatient for results. Most
CEOs ooze a sense of urgency and want that quality in their
people. Hurry up, already — what’s taking so long? That said,
it isn’t about getting things done unless they’re the right
things that move the business forward.

And when something goes wrong, let’s fail fast, learn from it,
share our learnings with others and try again in a different
way. Finally, there aren’t any surprises. Mistakes happen, and
when they do, it’s about how you make things right — and fast.

Reflection point: How do you demonstrate a sense of urgency

and focus on the right things? How do you purposefully
eliminate or remove distractions?

10) Understand me and my needs as the CEO

The days of the charismatic CEO are gone. While there isn’t a
best leadership style, various research studies show the
majority of CEOs today are introverts — many of whom have
learned to act like extroverts and are very comfortable in
social situations. Think Bill Gates, Steve Jobs or Warren
Buffett.

Introverted CEOs like to mull things over, and don’t typically

prefer to make decisions on the spot. They’re seen as quiet,
are excellent listeners and often lose themselves in their
thoughts. Because they process almost continually, they often
forget to bring others along in their thinking or decision-
making. Their quietness can be misperceived as aloof or
disinterested.

As communicators, they’re less open to self-disclose and think

they’re communicating more than they typically are; however,
their communications are high quality. In other words, when
they do communicate, they’re typically effective — they just
don’t communicate frequently enough.

Reflection point: What’s your leadership style? Understanding

yourself well in the workplace can help you maximize your
effectiveness while staying true to yourself. In what ways are
you getting to know yourself better? Likewise, what cues and
clues help you understand others’ styles so you can most
effectively flex your style to meet their needs?

As you reflect on what a CEO cares about, consider which of

these approaches would most help you lead better and
differentiate yourself.

You don’t need to be a CEO to take some of these best-practice

strategies and apply them to your job. There has to be at
least one or two that are — dare I say — a no-brainer for you.

About the Author: David Grossman, ABC, APR, Fellow PRSA, is

the Founder and CEO of the Grossman Group. He published his
third book, “No Cape Needed: The Simplest, Smartest, Fastest
Steps to Improve How You Communicate by Leaps and Bounds,” in
2015.

This article was originally published in PRSA’s Strategist in

July 2013.

Interested in learning more about Reputation Risk

Management? Register for PRSA’s Reputation Risk
Management Certificate
Program https://bit.ly/prsarrm