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60-minute CEO : the fast track to top leadership
\"Looking toward the C-suite? Take heed. Author and serial CEO Dick Cross pulls back the curtain on this top leadership role, explaining in his new book that being a successful leader, running a business, and doing it extraordinarily well isn't a full-time job. In 60-Minute CEO: The Fast Track to Top Leadership, Cross makes the case that the single greatest determinant of business success revolves around the job at the top. Cross suggests that the most important, and often overlooked, duty for a CEO is thinking about how to improve his or her business and how to be a leader. Cross also reveals that a mediocre leader can be transformed into an exemplary one simply by refining two key things: thinking and character. In Cross's trademark conversational style, he conveys why strategy and execution, while important, should take a back seat to authenticity and responsibility, and that the essential elements of the CEO role can be accomplished in several 60-minute sessions every week. Executives may fill their time with other tasks, but leading and running a company requires explicit skills different from those needed for any other corporate position. The good news is that those skills are easy to learn, fun to do, and not time-consuming. In an entertaining style, Cross offers executives the fast track to the top leadership position. And while 60 minutes may seem like a quick fix, as Cross sees it, three 60-minute sessions a week devoted solely to considering your business and your role as leader are crucial to business and leadership success. In 60-Minute CEO, Dick Cross brings over 25 years of experience of transforming companies in various stages of underperformance into industry powerhouses. Cross combines his knowledge and experience with the stories and lessons of preeminent leaders and thinkers including General George Patton and Seattle Seahawks quarterback Russell Wilson\"-- Provided by publisher.
Book
Reading roundup: 60-minute CEO
The biggest gasps the author provokes, along with the coldest looks, come when he offers his opinion that the job at the Top is less than a full-time occupation. Big-picture thinking and the conscious attention to character that fuel the momentum of the business -- the highest calling of your Job at the Top -- don't constitute a full-time occupation. In fact, these things are done most effectively in small but frequent and concentrated sessions, leaving plenty of space for whatever you choose to do with the rest of your time. If you start with 20 minutes, three days a week, of focused concentration on the big picture and on the character you transmit, you'll eventually build up to an hour. Once you reach your plateau, you'll begin seeing things you've never seen before. People in your organization will become more effective in their jobs, and you'll be doing a better Job at the Top.
Journal Article
Just run it! : running an exceptional business is easier than you think
\"Americans launch more than half a million businesses each year, but most fail within the first five years. Their failure rate isn't high because of a lack of drive, solid ideas, or even capital on the part of the founders. The problem is a pervasive lack of know-how about marrying the nuts and bolts of an idea into a larger framework for business success. \"--P. [4] of cover.
Book
Character at the Top
Of a company, a division, a team, a project, a family or a church group -- Concentrating on \"follower-ship\" is what counts. The crucible that alloys you into effective leaders lies on the inside, not on the outside. The headwaters of a \"Braveheart-brand \"of follower-ship arise only from within. Zealous following germinates in a soil of authenticity. The models for how to fashion behaviors and demeanor as the seeds of patriotic followings is inconclusive. Different styles attract different followings. And many, when effectively executed, can be equally compelling. Cutting across the spectrum of the models for leadership are two \"inside\" attributes, not techniques, that raise the odds of transforming who you already are into powerful, adhesive forces in the organizations. The first \"inside\" attribute has to do with how you view your own jobs. The second \"inside\" attribute has to do with how you view those people who are assembled for you to lead.
Trade Publication Article
