Charlie Saffro’s Post

7 things a successful CEO never says: 1) "It's not my fault" 2) "That's not my job" 3) "I'll just do it myself" 4) "I don't need feedback" 5) "I don't have time for that" 6) "We've always done it this way" 7) "I'm the boss, so do what I say" and a bonus: "I don't care" Additions from the comments: From Stephanie Wilson 8) Failure is not an option 9) Don't bring me problems, only solutions From Keri-Lynne Shaw & Damion Parsons 10) I have all the answers From Jordan Murphy 🧠🦍 11) That's impossible From James Longley 12) I know everything From Jay Mount 13) We're going to go with what {perceived favorite employee} said From Mark McDowell 14) I have to do everything by myself From Bob Korzeniowski 15) I will enforce the catch-22 From Steven Sanders 16) No one does this better than I do. 👉 Curious, what did I miss? ------------------------------ 💥CEOs: Boost Your Bottom Line by $499k In 99 Days. Start Today: beasmarterleader(dot)com/499 #ceo #executiveleadership #BeaSmarterLeader

The role of the CEO during a CEO succession is a tightrope you tread because - on the one hand, incumbents may not be naturally motivated to find their own replacement; but on the other hand, you can't build CEO successors without the CEO's sponsorship. In our recommendation, Board members must: 1. Start the discussion on succession with your CEO on Day 1 of their appointment, not when their tenure is just about to end 2. Focus not just on finding successors, but also on transitioning the incumbent in a way that gives them a graceful and honorable exit 3. Stay closely connected with everyone in the top team throughout the process - their lives will change soon, and you'll need to solve for that as well None of this is rocket science, but it does require extreme care, orchestration and decisiveness to pull off well.

In the realm of leadership, the lines between family and business often blur, offering both challenges and profound learning opportunities. I recently came across a thought-provoking perspective on why referring to a team as 'family' might be complex due to the tough decisions leaders must make, such as layoffs or firing an employee. It's a reminder of the fine line we navigate in fostering a culture of unity while upholding the accountability that our roles demand. This reflection brought me back to an early-career revelation: sometimes, the hardest decisions, like letting a team member go, are necessary not just for the business but for the wellbeing of our own families and the team's future. It taught me to weigh my choices carefully, asking whether each person's contribution aligns with our collective mission to provide for our 'family' at work and home. As we grow in our careers, embracing these moments of tough love and difficult decisions shapes us into more compassionate, decisive leaders. It's about finding balance, offering support, and driving towards our shared goals with integrity and empathy. Remember, it's not just about the work we do but the impact we make on those we work with and for. Here's to navigating the complexities of leadership with grace and determination. Cheers to growth, learning, and making the tough calls with compassion. 🌟 #Leadership #BusinessEthics #Teamwork #ProfessionalGrowth Incredible Supply & Logistics (ISL) #entrepreneur

With integrity as one of your primary principles, making critical decisions in 30 seconds is still hard but you can sleep easier… #leadership #stevejobs #apple #boardgovernance #governance #integrity

Mike Mayo and his business partner launched Nanohmics, an Austin, Texas based R&D company, in 2002. For years, the two wore just about every hat in the small but growing organization. Mike said, "My partner and I pretty much DIYed everything. We learned how to do accounting, we learned how to do all the HR stuff. When we were less than 20 people, we could handle all those things. I could keep track of every program in my head.” But the business continued to grow and take on more and more big clients like the Department of Transportation and NASA. The men knew they needed to rethink their leadership roles, as they shouldn’t be mired in balancing the books and interviewing job candidates. Instead, they needed to focus on the business at a higher, more strategic level. Mike joined a TAB Board to primarily develop his leadership skills and help him better define his role in the company. Thanks to his board, Mike also realized the importance of shifting his perspective on the structure and sales cycles of his company. “TAB has helped me think about my business more like a business rather than a series of completed contracts." To learn more about Mike, his business ownership journey, and his TAB Board experience, read this Member Case Study from The Alternative Board (TAB). https://lnkd.in/eUS_cpJf #tabboards #businesscoaching #peeradvisoryboards

Mike Mayo and his business partner launched Nanohmics, an Austin, Texas based R&D company, in 2002. For years, the two wore just about every hat in the small but growing organization. Mike said, "My partner and I pretty much DIYed everything. We learned how to do accounting, we learned how to do all the HR stuff. When we were less than 20 people, we could handle all those things. I could keep track of every program in my head.” But the business continued to grow and take on more and more big clients like the Department of Transportation and NASA. The men knew they needed to rethink their leadership roles, as they shouldn’t be mired in balancing the books and interviewing job candidates. Instead, they needed to focus on the business at a higher, more strategic level. Mike joined a TAB Board to primarily develop his leadership skills and help him better define his role in the company. Thanks to his board, Mike also realized the importance of shifting his perspective on the structure and sales cycles of his company. “TAB has helped me think about my business more like a business rather than a series of completed contracts." To learn more about Mike, his business ownership journey, and his TAB Board experience, read this Member Case Study from The Alternative Board (TAB). https://buff.ly/4digw89 #tabboards #businesscoaching #peeradvisoryboards

In the executive search world, SHREK rules For now! But let’s start with who SHREK is? Spencer Stuart Heidrick & Struggles Russell Reynolds Egon Zehnder Korn Ferry The Big 5. Everyone wants to use these firms because they’re loveable and hard to miss, (ie. they have the brand presence and global contacts). But SHREK isn’t always quick to see. So I’d like to offer a different perspective and option. Boutique firms and what we have to offer. A lot of the larger firms often look through the same lens and the same places, missing out on the passive leaders (who are generally ‘happy’ where they are) and not actively looking to change careers. Boutique firms on the other hand also leverage untapped networks, the longer game and building relationships with those who might be happy and aren’t currently looking. Until the right opportunity comes along, that is. That’s a missed opportunity for you if you’re only relying on SHREK. And why many of my clients have the upper hand. They’re introduced to gems SHREK doesn’t see. #hiring #leadership #recruitment

Time for a Career Change? Imagine leveraging your business acumen and talents to lead Christian CEOs toward success. As a C12 Chair in the Inland Northwest region, you’ll impact lives, drive business growth, and make eternal significance your legacy. Explore this exciting opportunity. Download our informational guide: https://lnkd.in/gYNQ9-S7 #CareerChange #ChristianLeadership #C12Journey #LeadershipDevelopment

How do you know when it’s time for a new CEO? My colleagues Bob Stark and Claudius Alexander Hildebrand discuss the new leadership framework laid out in their upcoming book, The Life Cycle of a CEO: The Myths and Truths of How Leaders Succeed with Fortune. Read more: https://lnkd.in/eWvFDwZ8

Mike Mayo and his business partner launched Nanohmics, an Austin, Texas based R&D company, in 2002. For years, the two wore just about every hat in the small but growing organization.   Mike said, "My partner and I pretty much DIYed everything. We learned how to do accounting, we learned how to do all the HR stuff. When we were less than 20 people, we could handle all those things. I could keep track of every program in my head.”   But the business continued to grow and take on more and more big clients like the Department of Transportation and NASA. The men knew they needed to rethink their leadership roles, as they shouldn’t be mired in balancing the books and interviewing job candidates. Instead, they needed to focus on the business at a higher, more strategic level.   Mike joined a TAB Board to primarily develop his leadership skills and help him better define his role in the company. Thanks to his board, Mike also realized the importance of shifting his perspective on the structure and sales cycles of his company.   “TAB has helped me think about my business more like a business rather than a series of completed contracts."   To learn more about Mike, his business ownership journey, and his TAB Board experience, read this Member Case Study from The Alternative Board (TAB). https://lnkd.in/eidH3pN8     #tabboards #businesscoaching #peeradvisoryboards