Ceo Cessions Productivity Guide; Go to the Next Level by Achieving More (CEO Cessions Guides)

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The MSF Paediatric Days is an event for paediatric field staff, policy makers and academia to exchange ideas, align efforts, inspire and share frontline research to advance urgent paediatric issues of direct concern for the humanitarian field. Providing epidemiological expertise to underpin our operations, conducting research and training to support our goal of providing medical aid in areas where people are affected by conflict, epidemics, disasters, or excluded from health care.

The MSF Foundation aims to create a fertile arena for logistics and medical knowledge-sharing to meet the needs of MSF and the humanitarian sector as a whole. Five months have passed since Jordan sealed its borders with Syria, a decision that has seriously impacted the access of over 75, Syrians, three-quarters of them women and children, to basic quality medical care.

Stuck in the desert for over two years, humanitarian actors had been unable to provide proper assistance even before the border closure, and the situation has become even more dismal. Likewise, meaningful access to food and other essentials has been very limited since the closure of borders on 21 June, leading to serious health complications among those sheltering in the area.

In the last week alone, we received unconfirmed reported cases of malnutrition in the Berm. Should the situation at the borders remain unchanged, MSF fears that its ongoing programmes in Jordan which address the medical needs of war-wounded Syrians could be forced to close. The majority of patients were women and children under five. During this time, MSF saw 3, patients, provided consultations to pregnant women and delivered one baby. In addition, at its Ramtha project, MSF continues to provide lifesaving surgical care, as well as rehabilitative post-operative care to war-wounded Syrians who were able to cross into Jordan prior to the closure of borders.

Since September , MSF has seen more than 2, wounded in the emergency room of Ramtha hospital, and performed more than 4, surgical interventions on Syrian patients, including more than major surgeries. Jordan: Winter will bring even more desperate living conditions for over 75, Syrians stranded at the 'Berm'.


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Jordan Winter will bring even more desperate living conditions for over 75, Syrians stranded at the 'Berm'. Map illustrating the two areas affected by border closure: The Berm and Ramtha. Press Release 30 Sep Statement 21 Sep What do you sacrifice to do that? My focus on customers comes from my years at GE—leaders there spend a lot of time with customers. Our industry has a lot of events—association meetings, air shows—that everyone attends, and they can be a convenient way to see a lot of people.

Think about time very strategically, because it is part of your strategy. And even in an age when e-mail is prevalent, you must be disciplined about communicating face-to-face in a way that lets people see you as genuine and approachable. Managing the immense demands on their time is one of the biggest challenges CEOs face. Yet knowledge about how CEOs actually use time is almost nonexistent. Leaders must learn to simultaneously manage seemingly contradictory dualities—integrating direct decision making with indirect levers like strategy and culture, balancing internal and external constituencies, proactively driving an agenda while responding to unfolding events, exercising leverage while being mindful of constraints, focusing on tangible decisions and the symbolic significance of every action, and combining formal power and legitimacy.

In the lexicon of management, the CEO is the epitome of leadership. Yet surprisingly little is known about this unique role. While CEOs are the ultimate power in their companies, they face challenges and constraints that few others recognize.

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CEOs, of course, have a great deal of help and resources at their disposal. However, they, more than anyone else in the organization, confront an acute scarcity of one resource. That resource is time. There is never enough time to do everything that a CEO is responsible for. Despite this, CEOs remain accountable for all the work of their organizations.

The way CEOs allocate their time and their presence—where they choose to personally participate—is crucial, not only to their own effectiveness but also to the performance of their companies. Where and how CEOs are involved determines what gets done and signals priorities for others. It also affects their legitimacy. A crucial missing link in understanding the time allocation of CEOs—and making it more effective—has been systematic data on what they actually do.

Our study, which we launched in , offers the first comprehensive and detailed examination of CEO time use in large, complex companies over an extended period. To date, we have tracked the time allocation of 27 CEOs—two women and 25 men—for a full quarter three months each. These leaders were all participants in the New CEO Workshop, an intensive program that every year brings newly appointed CEOs of large companies to Harvard Business School in two cohorts of 10 to 12 each.

In total just over CEOs have attended it. The resulting data set reveals where, how, and with whom the CEO spent his or her time and on what activities, topics, and tasks. In all, we collected and coded data on nearly 60, CEO hours. Where and how CEOs are involved determines what gets done. It signals priorities. After CEOs completed the time-tracking phase, we shared their data with them, comparing it with anonymized data of the other CEOs we had studied up to that point.

In our discussions, CEOs routinely described managing time as one of their greatest challenges. The observations, questions, and personal approaches to allocating time they shared further enriched our understanding. How much time do CEOs spend at work versus on personal activities? How much do they spend in meetings versus thinking and reflecting alone?

How much do they rely on e-mail versus face-to-face conversation? Do they spend more time inside the company or outside, more with customers or investors? Second, we will offer prescriptions for how CEOs can manage their time more effectively across their many responsibilities. One of our most striking observations is that the way leaders allocate their time varies considerably. Some of this variation reflects differences in their businesses and management practices. In our debriefings the CEOs all acknowledged that there were important areas where they could be using their time better.

On the basis of these discussions and those with the hundreds of other CEOs in our workshops, we are convinced that every leader can improve his or her time management. Meeting time 0. Face-to-face interactions 0. Time with internal constituencies 0. Total workweek obligations 0. One-hour meetings 0. Scheduled time 0. One-on-one meetings 0. CEO-initiated meetings 0. Weekend days worked 0. Finally, we will reflect on what our rich data reveals about the overall role of the CEO.

A CEO has to simultaneously manage multiple dimensions of influence, which all contain dualities, or seeming contradictions, that effective CEOs must integrate. Understanding this broader view of the role is essential to success and also provides an important perspective for managing time well. While our research focuses on the CEO role in large, complex companies, its findings have implications for all leaders including executives of nonprofits looking for ways to use their time and influence more effectively.

CEOs are always on, and there is always more to be done. The leaders in our study worked 9. The rest was conducted while visiting other company locations, meeting external constituencies, commuting, traveling, and at home. Altogether, the CEOs in our study worked an average of Why such a grueling schedule? Because it is essential to the role. Every constituency associated with a company wants direct contact with the person at the top. They have to spend at least some time with each constituency in order to provide direction, create alignment, win support, and gather the information needed to make good decisions.

Travel is also an absolute must. As a CEO, you have to be out and about. Given that work could consume every hour of their lives, CEOs have to set limits so that they can preserve their health and their relationships with family and friends. Most of the CEOs in our study recognized that. They slept, on average, 6. To sustain the intensity of the job, CEOs need to train—just as elite athletes do.

That means allocating time for health, fitness, and rest. Typically, they spent about half those hours with their families, and most had learned to become very disciplined about this. Most also found at least some hours 2. Activities that preserve elements of normal life keep CEOs grounded and better able to engage with colleagues and workers—as opposed to distant, detached, and disconnected. CEOs also have to make time for their own professional renewal and development which our data showed was often the biggest casualty of a packed schedule. It also allows CEOs to best support and coach the people they work closely with.

How a CEO spends face-to-face time is viewed as a signal of what or who is important; people watch this more carefully than most CEOs recognize. In theory, e-mail helps leaders cut down on face-to-face meetings and improve productivity. In reality, many find it ineffective and a dangerous time sink—but one they have trouble avoiding. E-mail interrupts work, extends the workday, intrudes on time for family and thinking, and is not conducive to thoughtful discussions.

They feel pressure to respond because ignoring an e-mail seems rude. Conversely, e-mails from the CEO can create a downward spiral of unnecessary communication and set the wrong norms, especially if the CEO sends them late at night, on weekends, or on holidays. It then becomes easy for everyone in an organization to fall into the bad habit of overusing electronic communications.

Norms are necessary for the others in the organization as well, to prevent e-mail from having a cascading effect on everyone, wasting precious hours and intruding on personal time. One way for the CEO to stay ahead of the digital avalanche is to have an adept EA filter messages and delegate many of them to others before the CEO even sees them. In the end, though, there is no substitute for being disciplined about resisting the siren call of electronic communications.

This is a topic our CEOs were often animated about, and best practices in this area are still emerging.

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Some CEOs in our study have begun to use videoconferencing as an alternative to face-to-face meetings, especially to cut down on travel for themselves and for team members who might otherwise have to come to see them. Although such efficiencies should surely be sought, CEOs must never forget that at its core their job is a face-to-face one. CEOs oversee a large number of organizational units and work streams and countless types of decisions. Our research finds that they should have an explicit personal agenda and that most do. But it is not unidimensional; rather, it is a matrix including both broader areas for improvement and specific matters that need to be addressed, and it combines time-bound goals with more open-ended priorities.

In our study we asked each CEO to describe the agenda he or she was pursuing during the quarter being tracked and to highlight the hours devoted primarily to advancing it. Every executive provided an agenda. Most CEOs we talked with agreed that the more time they spent on their agendas, the better they felt about their use of time. They should also update the agenda to reflect current circumstances.

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CEOs can benefit from making their personal agenda explicit to others. Their EAs and leadership teams both need to know and understand it so that they can stay aligned with it. This understanding will help team members assume ownership of the goals and priorities of the work the CEO needs them to drive. We often hear CEOs say that a highly skilled EA can dramatically increase their efficiency and effectiveness, and our research supports that view.

EAs often feel conflicting pressures, however, that can result in poor scheduling choices. They tend to book back-to-back appointments, limiting time for spontaneous communications or solitary reflection. Conversely, other EAs take their traditional role as gatekeeper too far, maintaining such tight control over access that their bosses risk being seen as aloof or inaccessible. It also requires strong communication skills, because an EA speaks for the CEO and can affect how a leader comes across.

In our research we have identified four key behaviors that drive better performance:. For many chief executives, it is not immediately clear when and how to address such issues or how much time to devote to them. Should the CEO just wait and let the team member cool off?

Showing genuine concern for the people affected, avoiding defensiveness, holding everyone together, and creating confidence that the organization will not only survive but emerge stronger are some of the things CEOs need to do during these times. Such activities varied considerably across CEOs, running the gamut from review meetings to board meetings, earnings calls, and investor days. Their number, frequency, and length ranged widely across the leaders we studied, and our discussions suggested that some CEOs—especially those who had been COOs—overinvested in reviews that could be delegated to direct reports.

Have-to-dos include rituals such as giving welcome talks to new employees. By thoughtfully choosing which of these events to attend, CEOs can set the tone of their relationship with the organization. Our discussions suggest that CEOs need to take a hard look at every activity that falls into the routine and have-to-do categories. They span all the key elements of the business and offer CEOs the greatest opportunity for leverage. The leadership team, working together, can be the glue that helps the CEO integrate the company and get the work done.

When we explored that variation, we found that CEOs were more likely to spend time with their reports present when they had greater confidence in them. In fact, when our CEOs gathered as a group across cohorts to see how things were going after they had been in office awhile, their number one regret was not setting high-enough standards in selecting direct reports.

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Many CEOs told us this was because they focused too much on the present and not enough on the future when they first stepped into the role. Direct reports who could manage the status quo were often not the ones who could help the CEO take the company to a new level. The more CEOs can delegate to their leadership team, the better they generally feel about their use of time. It eases the burden of needing to get personally engaged, following up, and asking others to report back. Since CEOs see their direct reports so frequently, it is also easy to stay in touch with how things are going with matters they are handling.

We found that time with this next level of leadership was well spent. The top are often the driving force for execution in the organization, and direct contact with the CEO can help align and motivate them. Given that the people at this level are often a generation younger, a few may eventually even be candidates to succeed the CEO. So getting to know them personally can be very useful.

However, our research suggests that effective CEOs need to be careful to maintain a human face in the organization. They must stay approachable and find ways to meaningfully engage with employees at all levels. This not only keeps them in touch with what is really going on in the company but helps them model and communicate organizational values throughout the workforce.

CEOs face a real risk of operating in a bubble and never seeing the actual world their workers face. Spending time with the rank and file, and with savvy external frontline constituencies, is also an indispensable way to gain reliable information on what is really going on in the company and in the industry.

This is a major CEO challenge. Some CEOs get frontline contact by walking the hallways and factory floors, and using mechanisms like periodic lunches, unscheduled visits, and carefully designed field trips to customer and company sites. Others use group interactions, such as town halls, to foster genuine and open conversations with a large cross section of employees rather than present slide decks.

Our data indicates that CEOs have varying success in carving out time for such steps, however. CEOs must avoid trying to do too much themselves. Instead, effective CEOs put in place well-designed structures and processes that help everyone else in the organization make good choices. Strategy creates alignment among the many decisions within a business and across the organization. By spending time on strategy, a CEO provides direction for the company, helps make its value proposition explicit, and defines how it will compete in the marketplace and differentiate itself from rivals.

Strategy also provides clarity on what the company will not do. A compelling strategy—if well understood throughout the organization—is motivating and energizing. And without clarity on strategy, the CEO will be drawn into too many tactical decisions. In large, complex firms, CEOs can almost never spend enough time on strategy—they must constantly be working to shape it, refine it, communicate it, reinforce it, and help people recognize when they may be drifting from it.

CEOs must also ensure that the strategy is renewed from time to time and based on changes in the environment. Portfolio choices such as divestitures, mergers, and acquisitions are critical to strategy, and a CEO must be personally involved with them. Otherwise, the CEO will be drawn into endless adjudication among units.

It can also become a big drain on the CEO and others if the organization is constantly lurching from one structure to another. This will occur when the organization has rigorous processes through which work—such as marketing plans, pricing, product development, and strategy development itself—is done.

Good processes bring together the best organizational knowledge and keep the CEO from continually having to override decisions. Formal reviews are essential to monitoring whether the company is delivering the required process performance. Reviews are also necessary to make sure that lessons learned are used to enhance the various processes through which work gets done. We talked a lot with the CEOs in our study about this problem. We have found, again and again, that many have a hard time shedding the COO or president roles they may have previously held. Some also forget that their senior team should bear the primary responsibility for many reviews and keep the CEO informed on a regular basis.

When CEOs fail to delegate reviews to direct reports who can handle them, they erode the autonomy and accountability of their management teams. They cannot just leave this task to HR. Who gets hired, promoted, or fired signals what is truly valued by the CEO and the company. Our CEOs spent another quarter of their total work time in meetings that focused on building relationships.

When trust is mutual, delegation comes more naturally, agreement is easier to reach, and less monitoring and follow-up are necessary. Good relationships also make people more likely to give you the benefit of the doubt when you need it—and to tell you the truth, which is invaluable at the top.

The time CEOs spend building social capital through a network of personal relationships has many benefits and is time well spent. CEOs attend an endless stream of meetings, each of which can be totally different from the one before and the one that follows.

Their sheer number and variety is a defining feature of the top job. CEOs need to regularly review which meetings are truly needed and which can be delegated, and to let go of ones they were accustomed to in previous roles.

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They should also take a hard look at meeting length. We found that the length of meetings was often a matter of organizational or personal habit or both—a default length like one hour was the norm. In our debriefs, CEOs confessed that one-hour meetings could often be cut to 30 or even 15 minutes. Another good way to streamline things is to reset meeting norms: Every meeting should have a clear agenda, and to minimize repetition, attendees should come prepared. Effective CEOs spread these meeting norms throughout the organization. But we have found that meeting length is worth confronting.

Another important meeting attribute is the number and composition of attendees. The emphasis on one-on-one and small group meetings makes sense for enabling delegation and relationship building, and allows confidentiality. But leaders should also look for opportunities to bring the right people together. Having the right people in the room is a powerful way to build that alignment and avoid the need for repetitive, time-consuming interactions to bring everyone along. This frees up space for same-day appointments initiated by others, for opportune conversations or meetings, and for responding to unfolding events.

In our debriefings, CEOs who discovered that they had left little room for spur-of-the-moment meetings were often surprised and quick to recognize the need for change. Leaders whose schedules are always booked up or whose EAs see themselves as gatekeepers and say no to too many people risk being viewed as imperious, self-important, or out of touch.

EAs play a key role in finding the right balance here. CEOs need to cordon off meaningful amounts of alone time and avoid dissipating it by dealing with immediate matters, especially their in-boxes. This proved to be a common problem among the CEOs in our study, who readily acknowledged it. Given that time in the office is easily eaten up, alone time outside the office is particularly beneficial.

Long-distance travel out of contact with the office often provides critical thinking time, and many CEOs swear by it. To capitalize on it, CEOs should avoid traveling with an entourage.