The Five Temptations of a CEO: Results Are the Threshold; Admitting Mistakes Takes Generosity

After the November 26 election, here is a book to share: The Five Temptations of a CEO. Temptation one: choosing career status over results. Temptation two: choosing reputation over accountability. Temptation three: choosing certainty over clarity. Temptation four: choosing harmony over productive debate. Temptation five: choosing self-protection over trust. ---- Some managers place great importance on promotion and career development, which is understandable. But priorities must be clear. “Where attention goes, energy flows.” A manager's success is measured by results, not rank. In selecting talent, results are the threshold: without them, good character and relationships with colleagues, superiors, and direct reports do not suffice. Once results are present, character becomes the make-or-break line. Some managers have a group of “loyal direct reports” with whom they are very close. They enjoy being called “chief” or “boss” and often join private activities. Because the relationship is too close, they either avoid directly pointing out mistakes or mention them only lightly, barely touching the issue. Are you this kind of manager, caring so much about relationships that you neglect the accountability of direct reports? Relaxed, equal relationships are desirable in an organization, but too much can be counterproductive. Balance and proportion matter. One behavioral type of manager is “cautious”: valuing processes, data, and details, thinking decisions through repeatedly, and sometimes hesitating or looking anxiously in every direction. But in the “Internet Plus” era, an age of rapid change, complete information, conclusive evidence, and absolute confidence are impossible. Managers need foresight and decisiveness. Do not wait until everything is ready before acting. Learn to make bold attempts amid ambiguity, guided by intuition and judgment. Think in terms of daring and trying, decide when a decision is needed, and avoid missing opportunities. Sound decisions require discussion before decision. That means allowing thorough debate, facing problems, and daring to challenge and question. Managers must create this atmosphere, encouraging constructive conflict rather than superficial harmony and compromise for its own sake. Meetings that thoroughly discuss important issues and allow uncomfortable views and opinions are not dull, and the resulting decisions have vitality. Decisions bring mistakes; work brings shortcomings. As a manager, dare to say, “I was wrong,” and acknowledge your shortcomings. This expresses trust in team members and managerial wisdom. Concealing mistakes and refusing responsibility for problems naturally prevents you from earning respect and trust, leaving no one willing to follow. #CEO的5大誘惑 #譯者蘇進序 — The Five Temptations of a CEO / Translator Su Jin's Preface ---- My question: “Can loyalty and good relationships instead become a manager's bottleneck? When a manager makes a bad decision, do loyal or close direct reports dare to challenge the boss with unwelcome advice, and does the manager have the generosity to listen? What about the first employees who helped build the company but can no longer keep pace, or even make major mistakes? How should we deal with loyal founding veterans who have made real contributions?”