{"id":12659,"date":"2019-08-06T01:24:28","date_gmt":"2019-08-06T01:24:28","guid":{"rendered":"https:\/\/948294437a.nxcli.io\/?p=12659"},"modified":"2019-08-06T01:24:28","modified_gmt":"2019-08-06T01:24:28","slug":"what-is-the-one-things-all-ceos-need-cannot-get-too-much-of-and-are-completely-surprised-by-this-one-place-where-they-can-find-it","status":"publish","type":"post","link":"https:\/\/alpsleadership.com\/index.php\/2019\/08\/06\/what-is-the-one-things-all-ceos-need-cannot-get-too-much-of-and-are-completely-surprised-by-this-one-place-where-they-can-find-it\/","title":{"rendered":"What is the One Things All CEOs Need, Cannot Get Too Much Of\u2014 And Are Completely Surprised By This One Place Where They Can Find It?"},"content":{"rendered":"
by Philip Liebman, Founder\/CEO<\/em><\/h5>\n

 <\/p>\n

The answer is: unvarnished truth.<\/p>\n

As a CEO you are ultimately solely responsible for the performance of your organization \u2013 and that means the quality of the decisions that are made \u2013 by yourself \u2013 and by those who you lead. The success of failure of any organization hangs in the balance of the competence of those who are held to account for those decision.<\/p>\n

The problem is that the kind of unbiased feedback is hard to come by \u2013 when the people that surround you have agendas that are driven by their own self-interests. This includes employees, consultants, friends and even your family.<\/p>\n

Without access to reliable sources of actionable information you are left to relying on your gut \u2013 or in some cases \u2013 just guessing. You need to eliminate as much guesswork as possible by improving the competence of those who either provide information or make decisions, and you need to improve on your ability to rely on your gut \u2013 and let your experience, knowledge and skill function to the highest level possible.<\/p>\n

You Can Easily Be Overwhelmed with Too Much Information \u2013 But You Can Never Have Too Much Intelligence \u2013 or Good Information<\/p><\/blockquote>\n

Technology has made it easy to become inundated with all manner of data and information to the point that it can be nearly impossible to sort through the noise and make sense of what you need. In a \u00a0VUCA world that is increasingly defined by volatility, uncertainty, complexity and ambiguity \u2013 leadership has increasingly become more of an art and less of a science.<\/p>\n

To be effective you must be agile, meaning capable of expanding your creative tendencies and removing the more comfortable reactive tendencies that seem to offer more certainty.<\/p><\/blockquote>\n

To think creatively and act decisively you must master the cycle of curiosity and certainty. This requires getting comfortable with the idea of getting uncomfortable.<\/p>\n

Certainty (functioning in the knowing-mode) is where we seek comfort \u2013 but by operating in the learning mode \u2013 we stretch our thinking, cultivate innovation and discover new strengths.<\/p>\n

This means focusing 75% of your energy on functioning in the learning-mode and reserving the certainty required for executing decisions with sufficient force to get manageable results.<\/p>\n

\"No<\/div>\n

(Observe problems or opportunities with 100% curiosity \u2013 no predispositions. Move to assessment \u2013 where you filter you observations with experience in order to formulate a decision \u2013 and then act with the full force of your conviction \u2013 or violent certainty in order to execute with confidence. Then assess your results by bringing experience back into your curiosity. Stand back and observe the situation again without the bias of experience \u2013 and ask \u2013 what can we learn that we need to know<\/em>.)<\/p>\n

Most CEOs and business leaders spend most of their time aiming for actionable certainty.<\/h3>\n

We have been deeply programmed to be resourceful to the people we lead. But you need to offer questions over answers. You need to make people think and discover solutions for themselves. You need to demonstrate your own willingness to climb outside of your own comfort zone in order to draw your people out of theirs.<\/p>\n

The One Place You Can Find The Kind of Unvarnished Truth You Need is in a Peer Group.<\/h2>\n

I have led CEO Peer Learning Laboratories as a Vistage Chair for nearly 14 years and I can attest to the power of getting and offering unbiased feedback \u2013 the kind of truth that we just don\u2019t get anywhere else. More than just a think-tank or idea-roundtable \u2013 these are learning laboratories where we questions assumptions, challenge strongly held beliefs and raise the level of our curiosity to where you are propelled from your comfort zone.<\/p>\n

There are several good options available to any CEO \u2013 depending on where you reside and the level of sophistication you need to challenge you. And the model for these groups go back to Benjamin Franklin\u2019s time \u2013 where he had credited his Junta (peer group of businessmen) with his success and that of his cohort.<\/p>\n

If you have never experienced what this is like \u2013 you are not alone. Most CEOs are surprised to learn that you can engage with peers in the safety of a dedicated, professionally facilitated group and find the truth about yourself and your organization that you might never find anywhere else.<\/p>\n

###<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

by Philip Liebman, Founder\/CEO   The answer is: unvarnished truth. As a CEO you are ultimately solely responsible for the performance of your organization \u2013 and that means the quality of the decisions that are made \u2013 by yourself \u2013 and by those who you lead. The success of failure of any organization hangs in […]<\/p>\n","protected":false},"author":1,"featured_media":12660,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[17],"tags":[],"class_list":["post-12659","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership-matters"],"_links":{"self":[{"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/posts\/12659","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/comments?post=12659"}],"version-history":[{"count":1,"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/posts\/12659\/revisions"}],"predecessor-version":[{"id":12661,"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/posts\/12659\/revisions\/12661"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/media\/12660"}],"wp:attachment":[{"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/media?parent=12659"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/categories?post=12659"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/alpsleadership.com\/index.php\/wp-json\/wp\/v2\/tags?post=12659"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}