Category Archives: Chief Executives


Maximising Attention Span With A Kitchen Timer Approach

by Henry Low A� 4A�Min Read

What is the optimal attention span that your interested audience is willing to listen to you?

How long does it take to lose your audience attention before they start tuning out?

According to cognitive scientists, the range of 10 to 18 minutes is the maximum attention span.

As your brain absorbs new information, it consumes a huge amount of glucose, oxygen and blood, with millions of neurons firing and burning energy, eventually leading to fatigue and exhaustion after the 18th minute mark.

No wonder, theA�world-famous TED presentationsA�is 18 minutes long. TED organizers has reached a conclusion that 18 minute is an ideal amount of time for a perfect presentation pitch.

This 18-minute rule has also reminded me of risotto cooking, a famous Italian rice dish cooked in a broth to a creamy consistency.

I have learnt fromA�American Celebrity Chef, Emeril Bagasse,A�that the biggest tip for making a perfect risotto is to only cook it for 18 minutes.

Nothing moreA�than that.


How Can We Apply To Presentation Design?

The idea is simple.

You should start planning your presentation into 18-minute chunks and make your 30-minute presentation into three phases:

1) Introduce yourself:A�2 a�� 3 minutes.

2) Present your main idea or message:A�< 18 minutes.

3) Giving your audience a chance to ask questions:A�5 minutes.

Remember this:A�It is always a good practice to spare minutes of free time just in case you need it for interruptions and delays.

And, if you are presenting for longer than 30 minutes, such as a 3-hour training workshop or a whole day tutorial lesson, you need to have a break plan and time the break on or before the 18-minute mark.

Just like cooking the risotto, you will need a kitchen timer to assist in the perfect timing of cooking this amazing dish.

This is to ensure perfect consistency with the rice slightly al dente on the inside and super creamy on the outside.

Similarly, you can use the kitchen timer approach to ensure that you keep your interested audience wide-awakeA�by not crossing the optimal 18-minute attention span.

Use this kitchen timer approach in your next presentation and see how your audience give you their 100% focused attention to the max.


The 2 Step a�?Kitchen Timer Approacha�?
For A Perfect Presentation Pitch

Incorporating the 18-minute rule into your presentation would require two simple steps:

Step 1:A�Plan your speech.

Step 2:A�Use a timer.

Let me jump right ina��


Step 1:A�Plan your speech

The first step is to determine the number of words for your 18-minute presentation speech.

If you are speaking at an average pace of 150 words per minute (WPM), an 18-minute presentation would translate to about 2,340 words.

There is no hard and fast rule here.

The actual number of minutes you will take is also dependent on your speed of speaking.

For example, in aA�18-minute TED talk, presentation expert Nancy DuarteA�shares practical lessons on how to make a powerful call-to-action during presentation using 3,884 words.

Thata��s about 216 words per minute. She is a fast speaker.

Steve Jobs gave one of the most popular commencement addressesA�of our time at Stanford University and he did it in 15 minutes, using 2,270 words.

Thata��s about 151 words per minute. The pace of his speech is comfortable.

The table below provides an indication of the number for words based on the presentation time.

Time AvgA�
(150 WPM)
(100 WPM)
(220 WPM)
2 mins 300 words A�200 words A�440 words
3A�mins 450 words A�300 words A�660 words
4 mins 500 words 400 words A�880 words
5A�mins 750 words A�500 words 1,100 words
6A�mins 900 words A�600 words A�1,320 words
8A�mins 1,200 words A�800 words A�1,760 words
10A�mins 1,500 words A�1,000 words A�2,200 words
12 mins 1,800 words A�1,200 words A�2,640 words
14A�mins 2,100 words A�1,400 words A�3,080 words
15 mins 2,250 words A�1,500 words A�3,300 words
16 mins 2,400 words A�1,600 words A�3,520 words
18 mins 2,700 words A�1,800 words 3,960 words

As a rule of thumb, I will useA�the average speaking speed of 150 WPM to craft the presentation speechA�and use a kitchen timer to pace the live presentation.

This brings us to the step 2.


Step 2:A�Use a kitchen timer

Interruptions and delays can happen during your presentation.

For example, you might start a couple of minutes late waiting for your audience or you might take longer to emphasize a certain point.

And, you cana��t manage time unless you can see the time. The presentation venue might not have a clock and looking at your watch during your presentation can be distracting.

Thata��s why a kitchen timer comes into play.

Here is what I do for timekeeping.

Over at Microsoft PowerPoint/Apple Keynote, you can set it to show the presentera��s view and display the timer, during your presentation.

Presenter View in PowerPoint

And separately, I use theA�Logitech R800 Professional Presenter RemoteA�that comes with an integrated countdown timer that will buzz at 17th minute mark to prompt me that I have 1 minute left.


Are You Ready to Give It a Shot?

I hope I have helped you ease your worry on how long your presentation should be.

And, stop worrying about how many words should your presentation speech be.

Start incorporating breaks right around the 18-minute mark.A�

You can introduce a short exercise, an activity that engages the audience, or simply changing the way you present the information with a short video or getting your audience to participate that helps to illustrate your message.

The Wells Fargo Bank Fiasco Scam

The Wells Fargo Bank Fiasco Scam: Values, Values on the wall, Who Practices Who Recalls?

The Wells Fargo Bank Fiasco Scam: Values, Values on the wall, Who Practices Who Recalls?

On the 8th of September, Richard Cordray, director of the Consumer Financial Protection Bureau announced that Wells Fargo would pay $185 million in fines for illegally creating unauthorized deposit and credit card accounts across the USA.

Wells Fargoa��s stock price dove, shaving 24 billion dollars from itsa�� investors. 5,300 employees were fired, but surprisingly very few senior executives. Not one senior executive has taken action that shows personal accountability yet. To date, there have been no senior-level resignations nor returned personal windfalls generated from the fraudulant activities. On the contrary, Carrie Tolstedt, the former head of the consumer banking division, the executive directly responsible for overseeing the retail banking sector of the company where the fake accounts were created, was rewarded for her act. Instead of being fired and denied from a bonus, in July, Tolstedt was allowed to retire holding roughly $96.6 million in various stock awards.

a�?Leaders are accountable. They share the credit and shoulder the blame. They give others the responsibility and opportunity for success.a�? ~ (statement from Wells Fargo Vision and Values document)

At the Banking Committee Hearing, Senator Elizabeth Warren questions Wells Fargoa��s CEO and Chairman of the Board, John G. Stumpf about accountability. He refused to share any opinion on any matters regarding personnel, senior leadership resignations or claw back.

This is not the first time in the history of business that greed overpowered values. A few years ago BP compromised on their stated first core value of safety, causing the largest, most harmful and costly oil spill in history bringing BP almost existential risk. The cost of not delivering on organizational values is massive. Today many organizations are teaching their values only from the wall rather than through their actions in a very inefficient manner.

John G. Stumpfa��s vision and values for Wells Fargo as included in their website states: a�?We believe in values lived, not phrases memorized. If we had to choose, wea��d rather have a team member who lives by our values than one who just memorizes them.a�?

The Wells Fargo Bank Fiasco Scam shows many of the companya��s vision and values were breached. It was not a few rotten apples but rather 5,300 employees who broke the code of ethics. These employees didna��t do it for a day or two. They did it daily over a period of a few years

These employees deserve to be fired because they committed criminal offences. They cheated. Regardless of core values all societies see stealing as a criminal act. However, when you are a low-wage employee whose livelihood depends on reaching an unrealistic sales target; your colleagues are all involved in a scam that clearly is making your bosses happy; you are being taken advantage of by your superiors in the organization. It seems that not only the leadership did not provide for efficient training and compliance, it is also avoiding taking responsibility.

On September 24th 2016, Former and present Wells Fargo employees filed $2.6 billion class action against the bank in Los Angeles County Superior Court. “The biggest victims of this scheme are a class of people that nobody else has talked about. The biggest victims of Wells Fargo’s scam is the class of victims that were fired because they did not meet these cross-sell quotas by engaging in the fraudulent scam that would line the CEO’s pockets,” the class says in its 26 pages lawsuit.

Senior executives of The Wells Fargo Bank Fiasco Scam might ask themselves, a�?What are we doing wrong in the hiring and on-boarding process? What training and compensation models encourage so many of our employees or colleagues to cheat on our behalf?

Wells Fargo did practice the value of doing whata��s right for the customer by faking their authorizations and charging them unknowingly. Did the leadership provide sufficient training for the values and code of ethics or supervisory effective compliance? How could they expect employees to follow the values while concurrently applying relentless pressure to acheive unrealistic sales targets?

From a leadership perspective, cross-selling and providing one-stop-shop services for the financial needs of your customers is a legitimate goal. Yet, there must be a balance between a�?greed goalsa�? that feed the stock value and practicing the value of whata��s right for the customer?

If you were a CEO, would fire two best-performing sales persons who contribute 60% of your companya��s profits? Is it true that it is a�?koshera�? to do anything for short term share value growth?

In 2002 an internal investigation in Ali Baba, found that these two sales persons were violating the values and paying off, Jack Ma, the funder and legandary CEO he had a painful decision to make. Not now when his company worth more than Wells Fargo bank, but at a time when this money was essential for Ali Babaa��s survival.

Jack Ma said: a�?If we fire them immediately, the company will not have profit. If we do not kick these two employees out, then what does this signify about us? It would imply that our words are empty. “So we finally decided to let these two employees go.”

Later on in an interview he said a�?We focus on the employees and the culture. Everybody is helping each other instead of just making moneya�?

Would Jack Ma had opted to pressure employees to meet cross sales quotas? Once he dismissed a sales trainer for teaching mal practices. He said: a�?The training instructor was speaking about how to sell hair combs to monks. After five minutes, I got extremely angry and expelled the instructor. I thought the instructor was a cheat. Monks do not need combs in the first place.a�?

In our work on Coach and Managing by Value across the globe with many of the best global organizations we continually see a crisis of a�?values in action.a�? There is a growing discrepancy between the stated values on the wall and values in action. The most common current employee training methods largely reinforce values using a push strategy which relies far to heavily on memorization and retention. Very few organizations actually practice what we and other like-minded value-driven consultants have been suggesting for the past 20 years (See: Dolan et al (2006) Managing by Values: A corporate guide to living, being alive and making a living in the 21st century (Palgrave MacMillan); or Dolan (2011): Coaching by Values. iUniverse).

There are many organizations fixated on the values their founders established years ago. Perhaps these need to be updated.

A common a�?olda�? value that we see in many companies is Team Work. Is that a value or a result? IDEO which is one of the most famous and successful design companies in the world chose to express Team Work instead as a�?We Collaborate.a�? These words have power. It is not a passive result but a dynamic action that inspires behavior that drives results.

Organizations spend billions of dollars on engagement surveys, profiling tools and tests, yet they seldom inquire about the personal values of their team members. As new generations grow into the workforce there is a need to help them connect with the core values of the organizations they serve and take ownership of them.

Millennials are looking not only for values; they want to have greater sense of purpose and meaning. Learning what their personal values are helpA�them to connect, to scan for similarities and to develop respect for diversity.

This check-list may help you align your culture and values with those of your employees:

  1. Do you practice a�?hire and firea�? for values. Do you put an emphasis on attitude and suitability for your culture and values?
  2. Do you tolerate deviation from your culture and values giving concessions and closing one eye when a top performer is needed for your short term results?
  3. Are your policies and processes aligned with your values? Do you create paradoxes by setting unrealistic targets?
  4. When was the last time that you conducted a value audit to identify the current gap between the values on your wall and values in practice?
  5. With new generations and disruptive technologies and business models, are your values still relevant? Do you need to refresh and update them?
  6. Are you at liberty to review and update your existing values? Are you willing to explore a change and solicit wide based feedback to uplift them or are you forced to live with the words on the wall?
  7. Do you provide tools to help teams in your organization understand the values of their team members?
  8. How do you teach your values? Do you emphasize only verbal memory retention or do you have procedures in place to ensure that values are actually living and values in action? Do you expect role modelling and sense of ownership?
  9. Do you involve many of your employees in your strategic sessions or do you work traditionally top down?
  10. Are the words on the wall are empowering, vigorous and calls to action?

Parting words about board of directors and audit conflict:

In the The Wells Fargo Bank Fiasco Scam, we realise nothing much will change unless we have a radical shift in mindset. We cana��t expect the cat to guard over the milk. There is an inherit conflict of interest in the current business model where public companies appoint their boards and appoint their auditors. These individuals then get paid by the company and they have a personal interest not to lose their position by going against the management of the company when sometimes they should.

In public companies, the role of the auditor is to protect the true owners of the company a�� the shareholders. Perhaps every stock exchange nominates the auditors. If the audit firms will be rotated every two years, the auditors will know that they will be audited too by a new firm, thus much more prudent. The public companies will pay a fixed fee to the stock exchange for auditing cost accordingly. The stock exchange will be able to get better price for volume using RFP system. When the auditors are working for the exchange to represent the public interest they will be more impartial, their duty and loyalty will be to their client and the audited companies will be transparent.

About the authors:

Avi Liran (Economist, MBA) is global leader on delivering delight, speaker and consultant to top companies on appreciative culture transformation. He is certified as a Coach by Value Expert. He is an angry social capitalist and humanitarian activist. He can be reached at:

Dr. Simon Dolan is the Future of Work Chair at ESADE Business School and the creator of the Managing and Coaching by Values concept, methodology and tools. He can be reached at:



Get Published

Get Published, Get Noticed in Three Phases

Get Published. Get Noticed

Recently, I came across an article entitled “Three Steps to A Winning Personal Brand”. This article resonates with me because writing and publishing your book is also very much about enhancing your personal brand in the market and we can adopt the same steps.

In the article, the three steps to creating a winning brand are summarised as 3 Es: Extract, Express and Exude. We can also adopt the 3 steps to writing and publishing a book as follows:

Extract Phase: The reasons to Get Published

In the Extract Phase, it is essentially about extracting your brand essence that you wish to portray and put in your book. Before you can do that, you need to think hard about who you are and what makes you unique. When you managed to unearth your unique promise of value, then you will be able to start conceptualising the book idea and creating the book content that will enhance the personal brand that you are building. In this phase, you should first identify and write down your purpose for publishing, your unique differentiation, competitive titles and also how you will reach out to your target readers.

The output from the Extract Phase would look something like a publishing proposal and of course your completed manuscript. With that in hand, you are ready to move to the Express Phase where you develop and execute the communication and marketing plan.

Express Phase. The reality to Get Published

The Express Phase is about identifying marketing channels and communication tools to reach your target reader effectively. A book is a powerful tool for you to stand out from competition because it helps you to build visibility and credibility. But this is only possible if the book reaches the hands of your target reader. A published book that sits in your storeroom collecting dust will never help to enhance your personal brand.

Having identified your target reader profile, you evaluate communication tools that can help you generate awareness for your book. Other than readers, your book needs to be in the hands of people who will be instrumental in expanding your success. You have to research, identify and prioritise both offline and online means that can help you maximise the impact. This could be through news coverage, books reviews, author interviews, expert articles, book blog etc. An effective marketing plan must complement an effective communications plan because the last thing you want is that interested readers could not obtain a copy of your book. The marketing plan will identify channels that you can make your book available and remember that bookstore is only one of the channels. It is not uncommon to come across authors who sell more copies of their book through their alternate channels than through bookstores. Other than just a physical book, you can also explore other means to express the book like audio book, e-book, etc. that can help you maximise the outreach from the same contents.

The output from the Express Phase is a comprehensive Book Communications and Marketing Plan that you can execute. You are then ready to move on to the third and final phase, Exude.

Exude Phase. The results of A�Get Published

In the Express Phase, you developed a strategy for making your book visible to those who need to know about you so that you can achieve your goals. In this final Exude Phase, it is really about living your brand. You will align everything that surrounds you with your branding. This environment includes your social and professional network

So whether you are giving a talk, conducting a workshop, granting an interview, networking or participating in social media, you should ensure that all activities are supporting your personal Brand and you leverage on your book as the branding tool.

To summarise, your book is an effective tool that can help you to enhance your personal branding. To maximise the reach and impact, you can adopt the 3-E process of Extract, Express and finally Exude to reinforce your unique promise of value through the book.

By Phoon Kok Hwa

About Author -A�Kok Hwa is a Publisher at Candid Creation Publishing. As a Publishing Coach, he has spent the last 13 years helping hundreds of authors to publish and market their books. He enjoys nurturing and extracting the potential book out of every aspiring author and helping them become game changers in their niche.

P.S. You can interact with 3 published authors on 12 Oct – “In Conversation with Authors




Initial Public Offering (IPO)

6 Things You Need to know about Initial Public Offering (IPO)

Why go Initial Public Offering (IPO)? Dr Patrick Liew, Managing Partner of GreenPro Capital Pte Ltd discussed salient points on why Small Medium Enterprises should consider Initial Public Offering (IPO) as a way of growth and exit strategy.

  1. What are the advantages of Initial Public Offering (IPO)?


Being a public-listed company will help to strengthen a company’s branding in the industry.The general public will perceive that the company is credible, stable, and has a good standing in the industry. These benefits will help to enhance commitment, confidence and loyalty of customers and suppliers.It can also help to develop more and better strategic alliances and business developments.


There is a positive degree of prestige in associating with a public-listed company for the founders, co-founders, and staff.The improvement of reputation and image can help to recruit and retain talentsA�to help the company as a part of the company or part of the external value chain.The company can use equity capital such as stock options to attract talents to join its team. Equity-based incentive schemes can help employees to take on a more active ownership, participation in, and support of the company’s profits, advantage and growth,

Access To Capital

As a public-listed company, the company will be better known and generally better regarded than a private company. This can lead to growth in the business and increase in market capitalization.If retained earnings and debt funding are inadequate to support growth, the company
can create and issue a type of currency in the form of its stock and use it to raise needed capital for the business. There are generally more possibilities to raise capital in an easier, better and faster way.Besides funds raised during the initial public offering (IPO), the company can tap on various methods to raise money from the public and other sources of capital. The capital raised can be used to pay off existing debts, fund capacity development, and fund further and deeper growth.

Corporate Improvements

Prior to listing the company, it has to undergo rigorous corporate, legal and financial due diligences. Top management has to take a more comprehensive and thorough review, analysis, and improvement of the company.

It is not abnormal that the company will have to put in place better structures, systems and processes to strengthen its business model, crisis and risk management systems, internal and external reporting and controls, and ongoing improvements.

After listing publicly, the company is compelled to become more effective and efficient as it has to comply with high quality and standards of corporate governance.

When top management runs the company responsibly, effectively and with proper accountability, it helps to improve the business model, its operation and results.

Mergers and Acquisitions

The company will be in a better position to facilitate mergers and acquisitions to further its growth. The company can use stocks or cash or a combination of both currencies to acquire companies to expand its business.

Shareholders Returns

Going public is a positive way to increase theA�value of the company and improving shareholders’ returns on investment.

As there is a public and better-regulated market for theA�trading of the stocks, it creates better liquidity for sales of the stocks at a minimal transactional cost.

2. What are some criteria for Initial Public Offering (IPO)?

Different securities exchange has a different set of criteria.

If you’re listing on Singapore Exchange, you can find out more information on its website.

For small and medium enterprises, they may wish to consider listing on a “Third Board.”

In recent times, many exchanges have rolled out another market, such as OTC QB/QX to cater to SMEs that requires a platform to list their company publicly for a lower cost, at a faster speed, and with less inconvenience.

3. How can Initial Public Offering (IPO) help the company to expand?

As a public-listed company, it can have a stronger branding, improved model and operation, better position to attract and retain better talents, moreA�platforms to raise more capital, and wire coverage and more connections to the market.

As a result, it can attract more and better customers and other stakeholders, improve market share, expand theA�range of products and other offerings, merge and acquire other companies, and be in a better position to expand regionally and globally.

4. When is a good time for Initial Public Offering (IPO)?

As a general rule of thumb, entrepreneurs should run their companies from day one as if it is a public-listed company. If they play the business game properly, they may find that they can generate more profits from leveraging on the capital market than from just owning, working in, and running the business.

The Timing for an IPO depends generally on readiness of the company, availability of adequate quantity and quality of investors, and market conditions.

5. Who are the stakeholders in Initial Public Offering (IPO)A�process?

To list successfully, entrepreneurs need the support of their key employees and a team of professional corporate advisors, lawyers, accountants, bankers, investment relations personnel, stock brokers, and business advisors and coaches.

6. Where else can we find more information on Initial Public Offering (IPO)?

You can google for information from credible sources. To have more targeted and relevant information, you can attend

  • Conference Title: Growth Catalyst Asia 2016 a�� Scaling-Up & Exit Strategies for SMEs
  • Target Audience: SME Owners & Key Management Teams
  • Date:A�1-2 November 2016
  • Venue:A�TBA
  • Website:A�

Initial Public Offering (IPO)
Managing Editor Andrew Chow caught up with Dr Patrick Liew on How to get your company to Initial Public Offering (IPO)?

Big Data Synopsis Explained

Big Data Synopsis Explained

Big Delivery from Big Data

Big Data is simply the collection, processing and analysis of huge data sets from traditional or digital means which deliver business intelligence for companies to enhance their services or create a new competitive advantage.

Raw data which provides at best basic information are generated at an alarming rate of multiplication since 2000. This is fuelled by the emergence of social media and the proliferation of mobile devices leading to mobile computing.

The crucial challenge for long-term survival and relevance for every business is to convert information to insight, and finally to intelligence as quickly and efficiently as possible.

Five Attributes of Big Data

In order to explain Big Data to many companies, we need to study its attributes and how it affects the future relationship of business and its information collected, analyzed and processed.

  1. If we take all the information generated by human beings since the beginning of time till 2008, the same amount of data is being generated every minute right now. This results in most data setA�becoming too large to store and analyze using traditional database technology.
  2. The speed of data generation forces some companies to analyze data on the fly without storing into any system. Data that enters the system become input to other bigger and more complex data analysis.
  3. Collecting and analyzing Big Data is futile unless we can generate massive value in converting information to intelligence. It is not about the speed or volume of the input or processing, it is about the size of value of the data output.
  4. The diversity and credibility of data may cause companies to have less control of the reliability of content. Data technology now enables information to be mined meaningfully even if there are typo-errors or colloquial speeches.
  5. In the past we are geared to analyze structured data like relational databases and financial data. Now, 80% of the data we generate are non-structured like text, images, videos, or voice. With the emergence of social media, most of these unstructured data are messages, conversation and other media recordings.

Leverage the 4 Layers of Big Data

  1. Data Source Layer. Every input to a system can become a source layer for Big Data. It can be as simple as emails and audit trails to as complex as customer service interaction like calls, frequency, duration, locations, etc. The key questions for any business to ask are if new sources of monitoring are needed, or what else do they wish to find out from the existing layer source. The more relationships and co-relationships you see from the data trends, the more important selection of source layers is.
  2. Data Storage Layer. This is where your Big Data will reside after it is compiled from your diverse sources. As the volume of data generated and stored by companies start to escalate, complex but accessible systems and toolsa�� such as Apache Hadoop DFS (distributed file system), and Google File System a�� have already been developed to help with this task.
  3. Data Processing/Analysis Layer. When you want to utilize the data you have stored to filter out something useful, you will need processing and analysis capabilities. A common method is to use a MapReduce tool. Essentially, the tool is used to select the elements of the data that you want to analyze, and put it into a format from which insights can be shown.
  4. Data Out Layer. This is where the insights gleaned through the analysis are submitted to the corporate users who will see new connections and leverage from them. Clear and concise communication (particularly if your decision makers do not have a background in statistics) is essential, and this output can take the form of reports, charts, figures and key recommendations.

Six Key Skills of Future Specialist of Big Data

To harness the power of Big Data for the future, we will require the new skills of the future. Executives at different levels need to sharpen the following skills in order to stay relevant and competitive.

  1. Analytical Skills. The ability to determine what data to collect and how to point out new relationships between different data sets. It is about identifying patterns and links to create connection between data.
  2. Creativity Skills. The ability to generate new ways of collecting, analysis and interpreting data from current data system performance. It is the art of seeing the analytic behind the analytics.
  3. Mathematics and Statistics. The ability to simply crunch traditional numbers will not be sufficient for Big Data. One needs to be able to create forecast and perform scenario planning models. It will also include company, competitors’ and industry practices.
  4. Information Technology Skills. The age of programming may return because of Big Data. New and smarter algorithms will have to be written from systems like Hadoop, Python, Pig to deliver more robust business applications.
  5. Business Acumen. In the past, it is sufficient to possess the ability to identify business opportunities. Now we need to be able to identify future business and information needs and objectives to constantly create opportunities for the company.
  6. Communication Skill. The ability to deliver clarity from complexity in different communication modes (presentation, white paper, social media conversation) is key to providing relevant insights to different stakeholders for call-to-action.

In conclusion, Big Data will be a big opportunity for companies who understand its value and application. Just like an army needs intelligence about its enemies to win the war, companies need business intelligence to defeat the speed of business irrelevance to survive.


become a ceo

5 habits that help you to become CEO

If you want to become CEO, only you can do it, says Peter Cohan, strategy consultant and professor at Babson College. This conclusion comes after 300 CEOs interviewed.

“I know that CEOs do things differently,” he says.
It also states that if you make the following habits, you could become a CEO.

1. Do more of what you have to do
If you work for someone else, surely you specified a target. But people who became CEOs did not just do what was expected of them, but because they spent more time improving their organizations.

2. Create and cultivate a culture
“One of the most important tasks of a CEO is to create and cultivate the culture of a company,” says Cohan.

If you want to become CEO, you must understand how to do that. To achieve this could start to reflect the following questions: what kind of people stand? What behaviors lead to get things? Are these values help or hinder the growth of the company?

3. Eliminate barriers preventing others to succeed
The great CEOs serve people working in your organization. That means you should not focus solely on your own needs. If you want to show your business leaders that have potential, you start thinking about how you can help others to do their work more effectively.

4. Coaching not micromanage
Leaders who manage small details the work of their employees end up demotivating. If you aspire to become a CEO, you have to train people to find ways to achieve their goals.

Instead of telling them what to do, ask solutions. And encourage them to think about the pros and cons of them.

5. If you do not love what you do, resign!
The CEO must have multiple skills. For example, you have to be good at selling or building a product. You should also communicate well with many actors to be sure they follow the rules and procedures.

The hard part is to know if you fit the requirements of that role. To be sure, you can ask yourself the following questions: Is my critical work for the success of the company? Am I the best person to do this job? Do I like my job?

If the answer to any of these questions is no, find someone else for the position.

Highly Successful CEOS

Highly Successful CEOs: 60 Habits Rediscovered

60 Habits of Highly Successful CEOs

Highly Successful CEOs:

  1. Adaptable and embrace change, while the majority are creatures of comfort and habit. They are comfortable with embracing the new and the unfamiliar.
  2. Align themselves with like-minded CEOs and leaders. They understand the importance of being part of a team. They create win-win relationships.
  3. Always ask the right questions at the right time a�� those which put themselves in a productive, creative, positive mindset and emotional state.
  4. Before you add value to your work and clients, add value to yourself by increase your knowledge. Make it a habit to learn new skills and information every day
  5. Consciously and methodically create their own definition of success, while others hope success will find them.
  6. Consistently do what they need to do, respective of how they are feeling on a given day. They dona��t spend their life stopping and starting. More thinking than emotional.
  7. Deal with problems and challenges quickly and effectively, they dona��t put their head in the sand. They face their challenges and use them to improve themselves.
  8. Desire to be exceptional means that they typically do things that most wona��t. They become exceptional by choice.
  9. Dona��t believe in, or wait for fate, destiny, chance or luck to determine or shape their future.
  10. Dona��t hang out with toxic peers or staff.
  11. Dona��t invest time or emotional energy into things which they have no control of.
  12. Dona��t procrastinate and they dona��t spend their life waiting for the a�?right timea��. Take massive action is their motto.
  13. Dona��t rationalize failure. While many are talking about their age, their sore back, their lack of time, their poor genetics, their a�?bad lucka��, their nasty boss and their lack of opportunities (all good reasons to fail), they are finding a way to succeed despite all their challenges.
  14. Engaged, productive and proactive. While most are resting on their laurel, planning, over-thinking, sitting on their hands and generally going around in circles, they are out there getting the job done.
  15. Even if Highly Successful CEOsA�are not necessarily more talented than the majority, they always find a way to maximize their potential. They get more out of themselves. They use what they have more effectively.
  16. Excellent communicators and they consciously work hard to scale new height.
  17. Fearful of the unknown like everyone else, but they are not controlled or hampered by fear.
  18. Find a lesson in every challenge while others only see a problem.
  19. Finish what they start. While so many spend their life starting things that they never finish, successful people get the job done a�� even when the excitement and the novelty have worn off. Even when it aina��t fun.
  20. They have a Kind Soul. They take pleasure in helping others achieve.
  21. Happy to swim against the tide, to do what most wona��t. They are not people pleasers and they dona��t need constant approval.
  22. Have a big engine for self-motivation. They work hard and are not lazy.
  23. Have an off switch. They know how to relax, enjoy what they have in their life and to have fun.
  24. Have balance. While they may be financially successful, they know that the terms money and success are not interchangeable. They understand that people who are successful on a financial level only, are not successful at all. Like many other things, money is a tool. Ita��s certainly not a bad thing but ultimately, ita��s just another resource. Unfortunately, too many people worship it.
  25. Have clarity and certainty about what they want (or dona��t want) for their life. They frequently visualize and plan their best reality while others are merely spectators of life.
  26. Highly Successful CEOs always have a plan for their life and they work methodically at turning that plan into a reality. Their life is not a clumsy series of unplanned events and outcomes.
  27. Highly Successful CEOs are GENEROUS with their time and resources to make others as successful as them.
  28. Highly Successful CEOs are Life-long learners. They constantly work at educating themselves, either formally (academically), informally (watching, listening, asking, reading, student of life) or experientially (doing, trying)a�� or all three at the same time.
  29. Highly Successful CEOs Innovate rather than imitate other Highly Successful CEOs.
  30. Highly Successful CEOsA�make the tough decisions that most of us wona��t and dona��t.
  31. Highly Successful CEOs rarely complain (waste of energy). They believel all complaining does is put the complainer in a negative and unproductive state.
  32. Highly Successful CEOs take calculated risks a�� financial, emotional, professional, psychological.
  33. Humble and they are happy to admit mistakes and to apologize.
  34. They are confident in their ability, but not arrogant. They are happy to learn from others. They are happy to make others look good rather than seek their own personal glory.
  35. Identified their core values (what is important to them) and they do their best to live a life which is reflective of those values.
  36. Keep themselves in shape physically, not to be mistaken with training for the Olympics or being obsessed with their body. They understand the importance of being physically well.
  37. They are not all about looks, they are more concerned with function and health. Their body is not who they are, ita��s where they live.
  38. Look out for new opportunities where others see nothing at all.
  39. Mix with rich company and friends
  40. More comfortable with their own company than most.
  41. More interested in being effective than they are in easy. While the majority look for the quickest, easiest way (the shortcut), they look for the course of action which will produce the best results over the long term.
  42. More more gifted than most at managing their emotions. They feel human like we all do but they are not slaves to their emotions.
  43. More solution focused than problem-solving
  44. Multi-dimensional, amazing, wonderful complex creatures (as we all are). They realize that not only are they physical and psychological beings, but emotional and spiritual creatures as well. They consciously work at being healthy and productive on all levels.
  45. Open to, and more likely to act upon the feedback given by people whom they don’t even like.
  46. Practice what they preach. They dona��t talk about the theory, they live the reality.
  47. When most would throw in the towel, theya��re just warming up to bounce back stronger.
  48. Rich people don’t think what they can monthly or annually, they think about growing their fortune by the hour.
  49. They do not derive their sense of worth of self from what they own, who they know, where they live or what they look like.
  50. Set higher standards for themselves (a choice we can all make), which in turn produces greater commitment, more momentum, a better work ethic and of course, better results.
  51. Their career is not their identity, ita��s their job. Ita��s not who they are, ita��s what they do.
  52. They are Glass-half-full people a�� while still being practical and down-to-earth. They have an ability to find the good in every situation
  53. They are not afraid to take risks; calculated ones. They are persistent. Don’t give up on your goals, even if you failed. Even if money was lost in the process, take it as an experience and learn from it.
  54. They dona��t play the blame game (whata��s the point?). They take complete responsibility for their actions and outcomes (or lack of it).
  55. They reflect on the success you want and set goals to achieve it. After setting your goals, it is important to stay focused on them. Direct all your energy and commitment into achieving the goal
  56. They spend less than what you earn. They work really hard to achieve their goals. They put in a lot of effort and perseverance to achieve their dreams and always go one step further than ordinary employees
  57. Understand the importance of discipline and self-control. They are strong. They are happy to take the road less traveled.
  58. Very Ambitious; they want amazing results. A�They consciously choose to live their best life rather than spending it on auto-pilot.
  59. While many people are pleasure junkies and avoid pain and discomfort at all costs, successful people understand the value and benefits of working through the tough stuff that most would avoid.
  60. While many people are reactive, they are proactive. They take action before they have to.

By Andrew Chow