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: Globally I wanted to find out where the best CEOs were. Were there different types of CEOs? How were their personal lives like? Well, Steve Tappin, along with co-author Andrew Cave, set to do just that in about two years, ending with the book that promises to reveal the men behind the ‘CEO’. The Secrets of CEOs does just that by talking to 150 chief executives from across the world about leadership, work and life beyond. Tappin was in India recently to reveal what is making the book such a success. Suman Tarafdar listened to him in the hope of gleaming some tips. Excerpts.
How crucial is a CEO to any organisation?
It is crucial to have the right CEO. The best CEOs are talent magnets. Technical management is necessary for any CEO, but the best CEOs lift people. They have a lot of clarity, personal dedication, instill energy, And you feel that energy — it comes from purpose and leadership. Companies operating under 20th century commander control systems will simply not survive.
How hard is it to be a CEO?
It is incredibly hard to be a CEO. Most CEOs have 70% negative emotions in a week. There are mental challenges — there are so many things to think about concurrently. Then the orgnaisation will test you emotionally and yet you have to stay emtionally connected. There are physical demands too. A CEO has to be there for the right reasons. Over the years, we have seen CEO tenures reduce — it’s just about four-and-a-half years now. Just as top sportspersons use coaches, it makes sense for CEOs to have multiple coaches too. Over the next 10 years, we shall see greater use of neurosciences. CEOs of the future will have deep sense of value, they are likely to give more freedom, but will continue to have performance pressure.
Did you find any differences between CEOs in the West and East?
In the West, most tended to be conventional managers, leading traditionally structured Western management teams. Being a manager is not enough. We are moving into a situation where work goes on all day, across dispersed locations and in multi-generational workforces. Indian CEOs, at least some, tend to be more responsible. A kind of missionary CEO, reflected in many Indian businesses. Infosys’ Narayana Murthy has helped many Indians come out of poverty. Also Indians tend to be...
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