The terms "CEO" and "leader" have mistakenly become synonymous.
Nothing could be further from the truth. CEOs are measured by quantitative results. Leaders are shaped and defined by character. CEOs are expected to boost sales, improve profit margins, and make money for shareholders. Leaders inspire and enable others to do excellent work and realize their potential. As a result, they build successful, enduring organizations.
The business community must recognize that finding CEOs who can generate business results is necessary but not sufficient. Those we elevate or hire to become CEOs must also possess the distinguishing qualities of great leaders: the ability to build trust, inspire dedicated and engaged followers, and make service to others their preeminent priority. In other words, the core values of CEOs should be examined just as closely as their drive, intellectual depth, financial acumen, or track record.
To accomplish that, why not start with three small but powerful changes:
1. Corporate board members and others who recruit CEOs must adopt disciplined approaches to investigate a candidate's character.
2. Those who aspire to the CEO title need to understand that the ego-fired, command-and-control, "winning-at-all-costs" approach is no longer viable. Instead, by measuring success through the success of all those they serve, they will achieve superlative, sustainable results not only for their constituents but also for themselves.
3. The media and business need to do a better job spotlighting truly great leaders in Corporate America to present a more accurate picture of today's chief executives.
Source: Henry S. Givray, chairman and CEO of SmithBucklin Corp, in BusinessWeek, September 3, 2007