CEO logic: how to think and act like a chief executive by C. Ray Johnson

By C. Ray Johnson

This booklet begins with the rules of industrial good fortune: the improvement of a enterprise philosophy that works for you, and the strategic program of that philosophy in all components of your recreation.

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Modify job assignments to utilize the strengths of managers. Organize the work to make their weaknesses irrelevant to their performance. Face up to mediocrity. Discipline 3: Career Management No business can continue to grow and prosper without nurturing its young managers. Help new managers to know themselves, to Page 9 communicate effectively, and to make ethical decisions. Teach them about the organization, the politics and the philosophy of the business, and about the many advantages of mentors.

In certain cases, names and key details have been altered to protect the privacy of the individuals involved. Sometimes the examples offered combine circumstances and events from more than one real-life source. However, all stories and examples are drawn from actual business situations that I have observed, and are offered to enhance the reader's understanding of the fundamental concepts of CEO Logic. Fictional names, where used, are indicated in the text by an asterisk (*). Let me add a note on the role models whom you'll meet frequently in the pages ahead.

Focus on the "true purpose" of each major resource. Knowing true purpose makes it easier to refine the measurements of performance in using a particular resource. With Firestone, for example, it was not enough just to measure performance. It had to be measured in such a way that it created enough of an impact to cause managers and workers alike to change their behavior, that is, to reduce the number of rejects. The true purpose of this measurement was to create improvements in quality by changing everyone's behavior.

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