2004, 2011, INNOVATIVE MANAGEMENT GROUP, 840 Trotter Circle, Las Vegas, Nevada 89107, 702-258-8334.
Executives make executive decisions.They step up to the plate and step forwardtoward the goal. They know which hill totake because they can see the field of battle. Almost every real executive I know has a
clear and unequivocal vision
of whereshe or he wants to take their company,division, or department. They know whatthey want to accomplish and aredetermined to achieve it.When John F. Kennedy was the chief executive of the United States, he mappedout a clear vision for the future. This iswhat he said about one area of hisstewardship: “I believe that this nationshould commit itself to achieving the goal,before this decade is out, of landing a manon the moon and returning him safely toearth.” That declaration was made on May25, 1961, almost nine months before JohnGlenn’s first flight into space. JFK sawspace as “the new ocean” on which “theUnited States must sail and be in a positionsecond to none.” That’s vision!
Executives Think Strategically
andpersist in an unremitting quest to positiontheir company to achieve continued successin competitive markets. Executives knowwhat is happening inside and outside of their business. They know their products,their customers, their competitors, andtheir industry. They focus on quality andservice excellence. They know how tooperate the enterprise efficiently andeffectively. They know how to lead andmotivate their employees to achieve optimalperformance.
Executives are Business-Oriented
Executives are always about thebusiness. They think about it most of thetime. They are driven. They know whatmatters most and they never take their eyesoff of the goal. They
know the bottom-lineand stay focused on it
. They don’t shyaway from the financial elements of thebusiness. In fact, they relish tracking andinfluencing the numbers. They arenumbers-driven and declare it openly. Almost every real executive I know has inone way or another made the statement:“Let’s not kid ourselves. We are here tomake money.” Sadly, many managers Iknow seem almost embarrassed to talkabout the numbers in front of theemployees.Executives know what business is allabout. They are not confused. They knowthe measurement of success in business isthe financial viability of the company. Theyknow they must increase revenue andreduce costs and never lose track of thebottom line. Everything else is anappendage to these two businessimperatives. Customer service, productquality, employee morale and the quality of worklife are means to a profitable end.When Roger Smith announced hisretirement as president of General Motors,a reporter asked him to explain how he wasable to survive 15 years at the helm of theautomotive giant. Without hesitation Smithimmediately exclaimed: “I didn’t survive 15
at General Motors; I survived 60
Executives are Accountable
I’m not suggesting executives shouldhave a short-term focus. What I am sayingis that true executives know exactly whythey are in business. They never for aminute lose sight of the fundamental metricof the business. Because they understandthis, real executives are
infulfilling their fiduciary duties. They accept
full and ultimate responsibility
foreverything that happens within theenterprise. They know they must be awakeat the helm and have a heightened sense of diligence in running the ship.On January 17, 1950, the battleshipUSS Missouri was proceeding out of Hampton Roads on a training mission. TheCommanding Officer, Captain Brown, wasasleep in his cabin when the ship ranaground near Thimble Shoals Light. Although the first officer was on the bridge