Product Details

• Amazon Sales Rank: #91536 in Books
• Published on: 2007-03-27
• Original language: English
• Number of items: 1
• Binding: Paperback
• 320 pages

Customer Reviews

Advice for Newly Appointed CEOs of Large Public Companies
Why would two headhunters want to write a book about best practices starting their jobs among new U.S. CEOs? Based on reading this book, I can only conclude that they wanted to show off the CEOs they had recruited for client companies in order to garner more business from those companies and to obtain CEO search assignments from new clients.

Having read many books on this subject, I can only assure you that this one adds nothing to the literature beyond some new cases. On the other hand, this book is no worse than any other book on the subject.

Those who will be most disappointed are readers who wanted to learn something new who have read other books on this subject. The next most disappointed group will be those who are taking on leadership jobs that will not involve heading companies or divisions. Those readers will find little specific information aimed at those needs.

With a natural market of 150 U.S. CEOs a year, why does a book like this sell many more copies? It's really a book that appeals to those who hope to be CEOs of large public companies someday, which will mostly be MBAs who are fairly young. Such readers can dream about how they would handle these same situations. While that can be fun, the time would be better spent on developing a new skill for your current and next job.

As I have noted before, best practices can be misleading. Best practices can suggest that there is no better route available.

That thought led me to think about what's missing from a book like this. Here are a few of the many examples I could list:

1. A description of what on-going measurements to put in place in order to understand where the company is today, how it needs to change and what its most realistic opportunities are.

2. A process for creating a premium-priced stock price based on a realistic understanding by investors of the company's situation and where it is going in the future.

3. A way of monitoring how well the CEO is performing in terms of each of the 8 points in the plan described in the book.

4. What to do differently after the first 100 days.

Now, if those areas seem fundamental to you, they are. Why are they missing? I have to assume that the authors lack the expertise to work on those areas. They are, after all, just headhunters.

If you are still interested in the book, what do the authors tell you to do?

1. Prepare before you start the job.
2. Encourage low expectations of what you will accomplish.
3. Pick and brief your management team.
4. Determine your strategic focus.
5. Improve the corporate culture.
6. Develop your relationship with the board.
7. Communicate what you are doing.
8. Avoid making common mistakes.

Did you really need to read a book to figure that out? If so, I'm not sure you are ready to be a CEO.

I would like to comment that when I coach new CEOs of major companies I find that NO ONE takes point 6 seriously enough. So if you do read the book, pay particular attention to that point.

Good luck!

Useful handbook for the new leader
The immediate task for CEOs who land a dream job is making sure it doesn't turn into a nightmare. Authors Thomas J. Neff and James M. Citrin provide a marvelous "executive how-to kit" that draws on their extensive management and consulting experience. They explain everything you need to know about getting off to an excellent start now that you're ensconced in the corner office. While the book is targeted to CEOs, it applies to anyone stepping up to a higher level of leadership. Taking over a new role often means enduring what AOL's Jon Miller describes as a "temporary state of incompetence." Even if your promotion becomes a trial by fire, we believe this book will help you direct the flames and propel your organization to new heights of achievement.