The 360 Degree Ceo ― Generating Profits While Leading and Living With Passion and Principles

The CEO and his/her leadership team are “on the job” at all times, expected to be available on a moment’s notice. The term “24/7” was completely unknown a decade ago and now represents the always on routine of the CEO’s world. The ubiquitous nature of technology has blurred the separation between personal and work lives. Buzzing devices can indicate a text from a son or daughter or an urgent customer issue. This phenomenon is not limited to CEOs. Over the past twenty-five years, work hours have increased for the majority of employees in North America. The average workweek is forty-eight hours and that excludes time spent responding to emails and texts on evenings and weekends. Common wisdom has advised executives to compartmentalize their personal and professional lives. Senior leaders have been expected to set aside personal feelings and park emotions to ensure they make non-clouded business decisions. While executives of non-profits have sometimes been forgiven for blurring the lines between business and a personal mission, corporate executives and particularly the CEO have been expected to behave as stalwart generals on the battlefield. One need only consider the number of retired US military leaders on the speaking circuit and/or advising senior leaders to see evidence of this. The rise of private equity acquisitions has also changed the playing field for CEOs and their leadership teams. With an unbalanced focus on financial results over all other measures, some humanity has been lost. The irony in all of this is that single-dimensional, unfaltering, laser- focused CEOs and leaders often do not perform as well as leaders with a holistic perspective and an integrated life approach to business. Single-dimensional leaders do not engender a following, may ignore their own intuition and may place too little emphasis on non-financial metrics. As a result, corporate performance may suffer. Single-dimensional leaders are a risk that Boards have started to recognize. When not living in balance, the damage to relationships, health and well-being is well documented. This creates risks to the organization, as the CEO may not be emotionally and physically energetic. Conversely, a healthy, equalized leader exercises better judgment and can perform during periods of high stress. Rgw primary audience for this book is executives and senior managers in corporate and non-profit organizations, secondary audience are individuals seeking to create more holistic life and enhance their ability to achieve results through others. Through the author’s work as a corporate executive and consultant, hundreds of senior leaders have been assisted, particularly CEOs and executive teams, in attaining unprecedented success. This book provides an amalgamation of what I do, what I did, and what I have observed in Fortune 1000 companies, privately held firms, mid-cap businesses, and not for profit organizations. Drawing on real life examples from energy/oil and gas, financial services, professional services, world-class technology firms, mining, retail, healthcare, and more, the author highlights industry agnostic practices of both individual leaders and teams. This book will guide leaders to successfully navigate their personal and professional journeys, elevating their health, their relationships, their performance and their organization’s performance and results.