In business, the adage “it starts at the top” can prompt an uncomfortable question: “Can the boss finish what he or she started?”
Many CEOs and entrepreneurs wrestle with this challenge, with both short- and long-term implications. Meanwhile, a disconnect develops between the CEO’s initial big-picture vision for the company and its seemingly sporadic execution toward those goals.
The Global Leadership Forecast 2018 highlights issues of greatest concern to CEOs; among them is a lack of alignment among senior leaders. The last problem any CEO wants is an inability to get everyone on the same page, aligned and executing their strategy.
“I’ve witnessed CEOs struggle with this question: ‘‘Why is it so difficult to execute what I already know I should be doing?’” says Mark E. Green, a speaker, coach to CEOs and author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done (www.Activators.biz). “They and their teams generally know what to do and how to get it done. But they avoid the decisions and actions they know could advance their success.
“All roads lead back to obstacles within your mind. New behaviors leading to execution require new ways of thinking.” Green lists five ways for CEOs to change behaviors that obstruct them from leading their company efficiently and effectively:
About Mark E. Green
Mark Green, author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done (www.Activators.biz), is a speaker, strategic advisor and coach to CEOs and executive teams worldwide. He has addressed, coached and advised thousands of business leaders, helping them unlock more of their potential and teaching them how to do the same for their teams. He is a Core Advisor to Gravitas Impact Premium Coaches (formerly Gazelles International), a mentor to coaches worldwide, and an active contributor to programs and content for their global ecosystem.