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Are You Proud to Be a CEO?

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Are You Proud to Be a CEO?

Getting down to first principles about your leadership.

How did you become an executive? Is who you have become the person you set out to be?

Is what you do each day the culmination of years of effort and ambition?  Has a series of effectively implemented strategic plans led you to exactly where you intended to arrive?

Is your being a CEO more a matter of outlasting the competition? Perhaps your path is a better example of persistence or patience than focused intensity.

Maybe you are more of an unexpected CEO. Was your selection a surprise that caught everyone off guard, even you? Have you been trusted with a position of responsibility before you really had time to prepare for it?

Or would you describe yourself as some other kind of CEO?

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"The belief in our inherent ability to lead effectively makes it more difficult to trust in the decisions of a CEO."

It is not surprising that it is a challenge to understand what kind of CEO we might be, or might want to become. We live in a society that has a bi-polar understanding of CEOs and Presidents.

One thing about being a CEO that almost everyone believes, whether they would express it consciously or not, is that the President or CEO is a symbol of an organization.

We expect an executive to make their mark on how we work together. We see them as the living embodiment of a company. This is particularly true when the CEO had a role in founding and organization. Some CEOs do this so effectively that it becomes difficult to think of a company separately from them: Steve Jobs at Apple, Henry Ford at Ford, Thomas Watson at IBM, Roger Smith at GM, Walt Disney at Disney.

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Greg Richardson
Greg Richardson
Contributor
Born in rural Wisconsin, Greg Richardson was raised to be very strategic. His life and work have been a voyage of discovery beyond anything he could have imagined. Greg is a recovering attorney and university professor. He has served as a criminal prosecutor, a legislative advocate, and an organizational leader. Greg has recruited, trained, and developed volunteers and staff members for a wide variety of companies. He brings his experience, focus, and sense of humor to each of his endeavors. Greg is also monastic, a lay person connected to a Benedictine hermitage in Big Sur, California.His experiences with monks have taught him the deep importance of working from a person’s, ad an organization’s core values and principles. Greg is a deeper, clearer listener. He knows the benefits of silence and reflection. In addition to balancing being monastic and strategic, Greg has a strong appreciation for the virtues of craft brewing. He is on a personal pilgrimage of craft breweries in Southern California, and he writes a monthly column about craft brewing for an online magazine. Greg now lives in Southern California.

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