The Hard Thing about Hard Things by Ben Harowitz
As I wind up my review of this book, I reflect on the general theme to be a strong CEO and not give up. This weeks reading discusses evaluating the CEO. Being a CEO requires a varied set of advanced skills. Some of these skills come naturally and some are learned. When evaluating a CEO, you want to ask the following questions:
Does the CEO know what to do? This includes matters of personnel, financing, goals, and marketing.
Can the CEO get the company to do what she knows? Can she lead her company to execute her strategy? One of my favorite passages in the book was this paragraph.
“In a well-run organization, people can focus on their work (as opposed to politics and bureaucratic procedures) and have confidence that if they get their work done, good things will happen both for the company and for them personally. By Contrast, in a poorly run organization, people spend much of their time fighting organizational boundaries and broken processes.”(Harowitz, 2014)
The CEO must be help accountable. The CEOs position is constantly evolving with the change of the economy and the size of the company. There are so many factors that can change the company so the CEO may have to change with it.
Horowitz, Ben. The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers. , 2014. Print.