Join Now  |  Member Login  |  Recruiters
Contact Us 800-637-3126
Market Intelligence Market Insights
 
Published on: Thursday, December 16, 2010

Why You Should Care about a CEO’s Sleep Patterns

Comments (2)
 


Like many, chief executives are tossing and turning at night, worried about the issues we identified earlier this year in our annual Executive Job Market Intelligence Report:

  1. Economic uncertainty
  2. Consistent execution of our business strategy
  3. Balancing the demands on my personal and professional life
  4. Achieving my personal work-related goals
  5. My pay will not increase

While it may be true that the higher the thread count on the sheets, the bigger the troubles, the reasons those CEOs aren't sleeping are still of consequence to you.

If you're currently employed, understanding what's on your CEO's mind will better align you with the company objectives and help drive your performance. If you're in job search, the best way to figure out how to land a role in your target company is to know the problems the CEO faces and then present yourself as the solution.

There was a rich discussion recently in ExecuNet's General Management Roundtable, a private community where senior business leaders exchange ideas and get feedback, about the daily challenges, discoveries and experiences of the CEO and how they're handling life at the top of the org chart. Here are excerpts of what these members said keeps them awake at night:

  • Product innovation, including redefinition of the commercial business model
  • Sales, including profitability growth
  • Operations excellence, including collaborative partnership strategy
    — Founding Partner, life science

  • End-user customer satisfaction, and increasing customer value (real and perceived)
  • Elimination of waste on a daily basis
  • Striving for perfection: Value stream mapping and continual improvement of every operation and process
    — CEO, consulting

  • Controlling costs and improving profitability
  • Cash flow management
  • Continued economic return to prosperity
    — CEO, non-profit

  • People: Do we have the right skill set to meet the challenges in the markets we operate in? Have we managed our human capital wisely to address our future?
  • Process: Have we done a good job at analyzing our business and devoted enough time to look for things that may go wrong and have a contingency plan to address them? Continuous improvement is a cultural strength, but results must be exhibited.
  • Products: Are our costs, marketing and sales effort appropriate to the situation? Are we spending enough on new product development and do we have a firm grasp of the market dynamics?
As a CEO it is easy to get caught up in all the detail that can rise to your desk. Having a good process to make sure that plans are communicated within the organization, that tactical decisions are made at the right level within the framework of that plan and that regular checks are made on plan is the best defense for the sleepless nights.
— CEO, consulting

Albert Schweitzer once said that example was leadership. Thus, the biggest concerns of a CEO should be directed towards the example that they themselves set for the company. If the leadership example of the CEO matches his or her rhetoric, then the company and its market position and value can only improve.
  • Are they doing the right thing? Are they promoting a culture of ethics and integrity? And are they focusing laser-like on the essential things that need to be done to make the business stronger in the long-term?
  • Are they building a winning team in the company?
  • Are they promoting a customer-centric organization?
    — President, industrial manufacturing

  • Are we improving profits?
  • Are we growing volume?
  • Are we hurting anyone or anything?
    — CEO, defense/aerospace

  • A CEO worries about doing the right thing
  • A CEO worries about the company 100 years from now
  • A CEO anticipates the future and ensures the company is ready to receive it
  • A CEO never forgets who got him there but always remembers that his loyalty is to the future
  • A CEO is a very lonely job
    — CEO, real estate/construction

  • What do we need to do to increase the value of the business?
  • What challenges might we face that will prevent us from achieving the vision we have established for the business?
  • What are we missing and why?

Too many executives focus on "how" to do things without understanding the "why" and "what" that needs to be thoroughly examined. "How" is tactical; "why" and "what" are more strategic. If a CEO is focused on tactical issues, the business is probably going to suffer severe consequences at some point due to the company not being prepared for the inevitable changes in market and/or customer conditions.

At the end of the day, a CEO's responsibility is to increase the value of the business which leads to all kinds of wonderful opportunities related to the people side of the business. If you are not thinking about change all the time (whether you actually do or not), you are going to be left behind and the value of the business will suffer.
— CEO, computers


Share
| More Subscribe


Robyn Greenspan's avatarRobyn Greenspan
Robyn Greenspan is the Editor-in-Chief at ExecuNet, where she is responsible for setting and driving the editorial content engagement strategy across the private business network's publications and expert-led programming. She is also a Huffington Post blogger. You can follow her on Twitter @RobynGreenspan


Add Your Comment
* = Denotes Required field

Name:*

Email:*

Tell us what you do:*

Your Comment:*

Yes, please send me the Executive Insider biweekly newsletter containing insight and news about events to help me plan my career and become a better business leader

 Notify me of follow-up comments






Posted by Debra Feldman, JobWhiz, Executive Talent Agent
12/18 @ 04:24 PM
One of the best ways for an individual to differentiate themselves from the competition and to improve their credibility, is to not only share what they do, but to also provide insights into why they chose a specific tactic. This shows hiring managers that a prospective employee not only has used certain skills in the past, but also based on their thought process, they have the capacity to think through and solve similar challenges in the future.
It's like saying, if you know how to drive a sedan because you understand how the mechanical and computerized parts function, then it is likely that you can also adapt to driving another type of motor vehicle (bus, truck, SUV, hybrid,station wagon, etc.) in the same or similar driving conditions. Wouldn't you rather turn over the keys to someone who can fix a car than someone who only knows how to put a key in the ignition? Put the CEOs fear to rest; demonstrate that you are trustworthy because you have the understanding and know-how behind the tasks.
Posted by Dr. Ellen Weber
12/17 @ 12:32 PM
Great post and fine snapshot of what holds many of us back! Thanks! There are wonderful neuro-related tactics CEOs may want to investigate as concrete ways to solve their critical issues as they get a good nights sleep. For instance, there are tactics that calm the brain and come without side effects of medicine.

Research shows 51% of the American workforce feels exhausted at work. Sleep disorders hurt business. Organizations pay more than $100 billion in lost productivity we are told. People pay in personal problems such as depression, anxiety, or human failure.

Does sleep work well for you? If so, you likely benefit from all three 30 minute cycles, as they play out and replay several times throughout a good night’s rest. Think of ideal sleep in 90 minute segments, that replay consistently for about 7 to 8 hours. When it functions well, the process rewires your brain’s dendrite brain cells in unique ways.

In the first 30 minutes you’ll sleep rather lightly, which is why 20 minute power naps work especially well during the day.

In the second 30 minute segment, REM takes over and allows your brain to restore levels of oxygen to the cornea, while you dream. Avoid waking in REM, unless you’re prepared to feel like a Mack truck rammed into you, and then left you groggy for much of the day.

In the third 30 minute phase, your brain shifts backs into lighter sleep, and if awakened in this phase, you’ll like feel frisky and ready to take on a new day.

There are amazing (and practical) ways that people can use their awake hours to reboot their brains for better rewiring solutions while they sleep. Just a thought you may wish to explore and enjoy. Thanks for sharing this interesting view of where we are currently.

In an MBA Leadership course I’ll be teaching in Jan (Lead Innovation with the Brain in Mind) we’ll be addressing this issue with solutions in mind, so perhaps I will refer the discussion to your ideas here. Best, Ellen Weber (Director - MITA International Brain Center)
Page 1 of 1 pages

Featured Video

Recruiter Confidence Index

Recruiter Confidence Slips but Remains Positive

Executive Job Creation Index

Executive Job Creation Remains Positive
Despite Mixed Jobs Market Headlines

Dave's Blog


Lessons learned from and about six-figure leadership and executive career management

Stay Connected

Stay Connected by Email Stay Connected by RSS Stay Connected on Twitter Stay Connected on YouTube
ExecuNet on LinkedIn

Editorial Guidelines

World Business Forum 2011 Featured Blog

World Innovation Forum 2011 Featured Blog

Featured in Alltop