- CEOs are judged against business performance. To delivery the numbers is the key to success. In another, the key may be being prepared to take risks and drive major change.
- For the CEO, once the honeymoon is over – and it is always over remarkably quickly- getting the business to deliver is all that counts.
- It takes time for the CEO’s action to filter through into business performance. In the early days, therefore, personal impact is most important.
- In the first three months the CEO is expected to demonstrate an understanding of the business and to start building a strong team.
- By the end of six months the CEO should have presented a new strategy. By this stage, business performance is beginning to be important. but CEO can still expect to be judged against the creditability of the new strategy.
- After the first year, however, there should be clear signs of improvement in business performance; and
- By the end of year two, there must be a significant upturn in TSR (Total Shareholder Return: This is a combination of the capital growth in the value of the share and the dividend yield) or Economic Profit (EP).
Source: Mark Thomas with Gary Mles and Perter Fisk, The Complete CEO, 2007
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