Making of a CEO
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In “Defining the Duties of the American CEO”, belived to be his last article, Peter F. Drucker says, “The CEO is an American invention - de-signed first by Alexander Hamilton in the Constitution in the earliest years of the Republic, and then transfered to the private sector in the form of Hamilton’s own Bank of New York and of the Second Bank of the United States in Philadelphia. There is no real counterpart to the CEO in the management and organization of any other country. The German ‘Sprecher des Vorstands,’ the French ‘Administrateur Delegue,’ the British ‘Chairman’, or the Japanese ‘President’ are all quite different in their powers and the limitations thereon”.
Whatever may be the nomenclature, every CEO is hired to deliver results-be it for a company, an NGO, a government, or a project. “CEOs have the ultimate responsibility for the work of everybody else in their institution. But they also have work of their own. In any organization, regardlesss of its mission, the CEO is the link between the Inside, i.e. the organization, and the Outside - society, the economy, technology, markets, customers, the media and public option. Inside, there are only costs. Results are only on the outside,” observed the legendary management guru.
One columbia University Graduate School of Business Professor, drawing upon his extensive research on Peter Drucker’s works, aptly captures the eight lessons of an effective executive. The journey from an executive to a manager to a leader is quite a phenomenal one. The same person learns, unlearns and relearns. What is intriguing is, many presume that they would wear the grab of CEO when it is ‘given’. That is not to be; since, everyone is a CEO in his own right and scope.
Fundamentally, when someone joins a company at the bottom of the hierarchy, he is the CEO of specific task. Later, when he is promoted to be a team leader, he becomes the CEO of a team. Upon his next promotion, he becomes the CEO of a division. He becomes the CEO of particular staff next. And, finally, he becomes the CEO of the company. When observed very minutely the organizational life of a nexecutive is a metamorphosis from managing onelsef to managing many. As an executive climbs the corporate ladder his resposibilities get widened-first, he is responsible for a task, then for department, then for a major functional area, and finally for the company- with similar qualities in exhibition all through. What is important, therefore, is not to belive that you shall be ‘Crowned’ one day and wait for that eventful day. It amy or may not come through. However, it is very important to belive that you are a CEO from the day one when you join any company and start nurturing yourself, growing steadfastly to don the mantle.
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