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A Day in the Life of a CEO

CEOs are charged with not only having the vision, but also the delivery of that vision — to their teams, clients, & diverse customer bases.

A Day in the Life of a CEO

Posted Monday March 28th, 2016 by in Analysis + Strategy.

Like the captain of a cruise ship, CEOs are tasked with, and need to know, a lot of information about every aspect of their respective companies: Who (teammates) to take along upon the journey … what (technologies) will they use to chart this course … how they will reach their desired destination (ROI).

CEOs are charged with not only having the vision, but also the delivery of that vision — to their teams, to their clients, to their myriad of diverse customer bases, and most importantly, to any key stakeholders and investors. CEOs live in-and-out-of-meetings, on a ridiculous amount of phone calls and at a plethora of conferences. They also make an absurd amount of live appearances in support of one thing or another, join boards, pitch new clients, strategize potential with possible new partners, plan both the short and long term future of organizations, establish policies, and still … so much more.

Can you say .... busy?

Let's just say that when you are a CEO, more people need a moment with you than you have moments to spare.

CEOs must set the tone of the organization from administration to operations. From human resources to technology, it is the duty of the CEO to not only invest in the best, but also to optimize both the talents of the teams and the innovative potential that exists when using up-to-date technological resources.

CEOs are responsible for targeting the right product-service mix that will grow the bottom line, yet yield the optimal net return on investment, while simultaneously being sustainable from an organizational functionality perspective. The name of the game is minimizing risks while maximizing growth opportunities.

The question is: Is the company focused on selling the most profitable product, and is that product one that it can continue to produce steadily with the available human and technological resources available?

The CEO needs to know.

On the administrative side of the equation, CEOs are beyond knee-deep in the business of running the business, from legal to insurance, cash flow to taxation, and partnerships to public image. Building a highly regarded, highly functional executive team with the right mix of capabilities is critical to the CEO's steerage of the ship.

CEOs ought to be one finger's length away from touching every aspect and facet of the brands they helm. From internal meetings to public speaking, it is imperative that CEOs represent with authenticity and transparency. Concurrently, they must infuse their teams, customers and investors with the appropriate enthusiasm and excitement for what the company has been building, declare what it can achieve, and clarify how it is continuously being refined to reach new heights of growth and successful accomplishment under their guidance.

Like a captain at sea, CEOs must chart the clearest, safest, most opportunistic course — all the while scouting 360 degrees across the horizon to avoid any unforeseen icebergs hidden along the journey. Even then, when peril strikes, the CEO needs to know how to steer clear and lead the company onto solid ground.


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