Young CEOs rule the roost!
THIS is the world of young Chief Executive officer entering the rung of global organisations. Gone are the days when an ambitious young professional had to wait for grey locks to appear, to take over that position. Today, a number of young CEOs and entrepreneurs, who are right in their late 20s and 30s, occupy the mantle.
The number is growing by the day, due to investors looking for fresh thinking tech-savvy young persons, in order to reverse fortunes.
Slow pace of growth is not something favoured and as young, skilled professionals emerge out of reputed B-schools and universities; they are absorbed into companies.
While the trend continues, the subjects of discussion might be professional in their own right; but lack of experience could lead them to encounter unpredicted and unexpected situations.
Here is a strategy that could come to the aid of these young and dynamic CEOs:
Anticipation: A young professional, for that matter and more so, the CEO of a company must develop the skill to anticipate and foresee certain diversions or alterations in the market. He must take on the dual roles of managing his organisation, in accordance with the changing times and making the most out of each circumstance; and donning the role of an exemplary boss to his subordinates.
Exploration: He must explore and survey market situations and phenomena, to derive an idea about the tricks of the trade. He must set realisable and pragmatic goals, leading his contingent towards the goal and offering guidance, without turning dictatorial.
Contributing: Teams and strategies have gained importance today. Team building and bonding, segregation of tasks within a team as per strengths and infirmities, guiding and leading a team— all this takes place under the supervision of a CEO. The aims of teams within his organisation and the tasks to be performed must be taken up with great efficacy. Strategies, too, must be formulated with in-depth planning.
This strategy needs to be supported, with certain inputs from the CEO:
You need to get people to trust you. Therefore, be approachable, open to ideas, participate in balanced discussions and encourage subordinates. This way, you win their confidence.
Establish your credibility and talent, before judging and guiding the others. Once you are recognised for your potential, people tend to respect you and give your opinions a serious thought.
Listen to people. While lecturing and orating comes with the job, listening to your subordinates is an art in itself. If you master this art; your sphere of thoughts and horizon of activities will expand.
While you build and guide teams, also don the role of a trouble shooter. Discuss the pros and cons of an issue, share your ideas and explaining the reason behind making a decision
Thus, experience surely will teach you, but you do not have to wait for things to happen... ..lessons learnt from the others' experiences is a greater teacher.
PREETI RAGHUNATH
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