He says, “As a newly minted CEO, you may think you finally have the power to set strategy, the authority to make things happen, and full access to the finer points of your business. But if you expect the job to be as simple as that, you're in for an awakening. Even though you bear full responsibility for your company's wellbeing, you are a few steps removed from many of the factors that drive results.
“You have more power than anybody else in the corporation, but you need to use it with extreme caution. Nothing – not even running a large business within the company - fully prepares a person to be the chief executive.”
Prof Porter returns to South Africa on 3 July for a full-day event organised by Global Leaders, following his half-day workshop for the Global Leaders Africa Summit a year ago. He will present a cutting-edge programme covering corporate strategy, SA's global competitiveness and CSR initiatives.
The seven most common surprises are:
He explains, “These surprises carry some important and subtle lessons. First, you must learn to manage organisational context rather than focus on daily operations. Second, you must recognise that your position does not confer the right to lead, nor does it guarantee the loyalty of the organisation.
“Finally, you must remember that you are subject to a host of limitations, even though others might treat you as omnipotent. How well and how quickly you understand, accept, and confront the seven surprises will have a lot to do with your success or failure as a CEO.”
