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9.2: You are the President and CEO of You


9.2: You are the President and CEO of You

Board of directors

A board of directors is an executive committee that jointly supervise the activities of an organization, which can be either a for-profit or a nonprofit organization such as a business, nonprofit organization, or a government agency.

The powers, duties, and responsibilities of a board of directors are determined by government regulations (including the jurisdiction's corporate law) and the organization's own constitution and by-laws. These authorities may specify the number of members of the board, how they are to be chosen, and how often they are to meet.

In an organization with voting members, the board is accountable to, and may be subordinate to, the organization's full membership, which usually elect the members of the board. In a stock corporation, non-executive directors are elected by the shareholders, and the board has ultimate responsibility for the management of the corporation. In nations with codetermination (such as Germany and Sweden), the workers of a corporation elect a set fraction of the board's members.

The board of directors appoints the chief executive officer of the corporation and sets out the overall strategic direction. In corporations with dispersed ownership, the identification and nomination of directors (that shareholders vote for or against) are often done by the board itself, leading to a high degree of self-perpetuation. In a non-stock corporation with no general voting membership, the board is the supreme governing body of the institution, and its members are sometimes chosen by the board itself. [1] [2] [3]


7 Personality Traits Every CEO Should Have

When people hear the title of CEO, those three letters that command respect, they tend to imagine a relentless titan on a quest for entrepreneurial greatness. What comes to mind is the fiery temperament of a visionary like Steve Jobs, or the competitive drive of a leader like Travis Kalanick. But according to a study by Harvard Business Review, not every CEO shares these brash qualities.

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Surveying the psychometric profiles of 200 global CEOs, the Harvard study revealed that best-in-class CEOs do not necessarily share the stereotypical qualities associated with the role, such as extroversion or the ability to be cunning and self-promotional.

Instead, they shared more traditional qualities, such as a strong sense of self-awareness, prioritization skills and, most of all, a willingness to listen and hear new ideas from their fellow leaders.

Whether you are an aspiring or recently appointed CEO, or a seasoned veteran fine-tuning your skills, here are 7 qualities every CEO should have in order to remain successful over the long term:

1. Curiosity

People confuse leadership with being in a position that comes with the title of “leader.” According to Cameron Herold, one of the leaders in the world of business growth and C-suite leadership, “The smartest CEOs are vulnerable, open to hearing what they don't know, and are always trying to learn.”

The CEOs who remain open to learning are the ones who continue to live at their growth edge. In fact, one of their greatest skills is being able to know what they don’t know, and then spending their time and energy filling that gap.

According to McKinsey, CEOs tend to show a greater sense of purpose and passion for what they do than other members of company leadership.

This can be positive, as they move swiftly and effectively to accomplish goals, as well as negative, when this intensity turns into impatience. As a CEO, it’s crucial to uphold standards and fulfil your duties as a leader.

CEOs who are successful in leading transformative change within a company (and sometimes within an entire industry) are able to embrace risk in a way that differs from the other members of their leadership team.

However, an aversion to risk is not the same as being extroverted. As the Harvard Business Review study noted, extroversion is by no means standard for CEOs. A willingness to take risks, however, was found to be a dominant trait for those playing the role of CEO.

4. Organization

Some CEOs might not be organized in the conventional sense, as in maintaining a clean and tidy desk, but all successful CEOs remain organized in their approach to solving problems within the business.

Organized thinking and knowing which issues are tangential and which are priorities are crucial for effective leadership. Without organized thinking, problems begin to mount and can conceal the core issues. Great CEOs have a knack for seeing past the noise.

5. Communication

According to a Navalent study, top executives share an ability to remain consistent in their forms of communication. They are able to convey information in language that keeps parties neutral, does not cause or instigate conflict and is easily understandable so that effective action can be taken.

Most CEOs know the value of soft skills, and many devote time and effort to refining their communication skills for the betterment of the team and company as a whole.

6. Realistic Optimism

There is a difference between having your head in the clouds, daydreaming about ideas that sound great in theory but have no real-world application, and realistic optimism.

The greatest CEOs are able to toe the line and remain curious and grounded simultaneously. They are extremely aware of the pieces on the chessboard, and how certain moves will affect the position of the company, but they are also willing to consider solutions others might deem unconventional.

This goes back to a CEO’s willingness to take risks, and the importance of that quality in leading a company to success.

And finally, it’s the vision of the CEO that dictates the future of the company. Without vision, a CEO is merely a celebrated facilitator. Without vision, they are no better than a seasoned manager.

The greatest CEOs find ways to continue exploring and nurturing their vision, and ways of testing their vision in the real world without putting their company in danger.

But more important, they also remain open to the feedback of others, especially the rest of their leadership team, to help them refine and develop their vision for the company. While they may be in the driver’s seat, the most successful CEOs do not believe themselves to be a one-person show.

In order to be an effective CEO, you have to be both confident in your abilities and willing to admit your faults. You have to be certain of your decisions but open to feedback and adjustment. Finally, you have to be dedicated to your vision while continuing to ask questions and consider other potential outcomes. You have to master the duality of effective business leadership.


Why you may interview with the CEO

Whether your role involves regularly collaborating with the CEO, the company may ask you to speak with them at least once during the interview process. CEOs may speak with candidates to gain an understanding of who they are and what value they may bring to the company. In addition to learning more about you, CEOs may also prefer to interview you to educate you on who the company is and what they may expect from you in this role.

Interviewing with the CEO is often one of the final stages of an interview. If you are speaking with the CEO, it’s likely you’ve already passed the first few interview phases with the HR manager, your direct supervisor or other members of your potential team.


Contents

Susan Diane Wojcicki was born on July 5, 1968 to Esther Wojcicki, an educator of Jewish descent, [8] and Stanley Wojcicki, a Polish American physics professor at Stanford University. [9] She has two sisters: Janet Wojcicki, (PhD, anthropologist and epidemiologist) [10] and Anne Wojcicki, founder of 23andMe. [11] [12] She grew up on the Stanford campus with George Dantzig as a neighbor. [13] She attended Gunn High School in Palo Alto, California, and wrote for the school newspaper. [14]

Wojcicki's first business was selling "spice ropes" door-to-door at age 11. A humanities major in college, she took her first computer science class as a senior. [15]

Wojcicki studied history and literature at Harvard University and graduated with honors in 1990. She originally planned on getting a PhD in economics and pursuing a career in academia but changed her plans when she discovered an interest in technology. [13]

She also received her Master's of Science in economics from the University of California, Santa Cruz in 1993 and a Master of Business Administration from the UCLA Anderson School of Management in 1998. [16]

In September 1998, the same month that Google was incorporated, its founders Larry Page and Sergey Brin set up office in Wojcicki's garage in Menlo Park. [17] Before becoming Google's first marketing manager in 1999, Wojcicki worked in marketing at Intel Corporation in Santa Clara, California, [13] and was a management consultant at Bain & Company and R.B. Webber & Company. [18] At Google, she worked on the initial viral marketing programs, as well as the first Google Doodles. [19] [20]

In 2003, Wojcicki helped lead the development of one of Google's seminal advertising products—AdSense. [21] She served as its first product manager, and for her efforts, was awarded the Google Founders' Award. [22] She rose to become Google's senior vice president of Advertising & Commerce, and oversaw the company's advertising and analytic products, including AdWords, AdSense, DoubleClick, and Google Analytics. [16]

YouTube, then a small start-up, was successfully competing with Google's Google Video service, overseen by Wojcicki. Her response was to propose the purchase of YouTube. [16]

She handled two of Google's largest acquisitions — the $1.65 billion purchase of YouTube in 2006 and the $3.1 billion purchase of DoubleClick in 2007. [23]

CEO of YouTube

In February 2014, Wojcicki became the CEO of YouTube. [24] She was called "the most important person in advertising," [25] as well as named one of Time ' s 100 most influential people in 2015 [26] and described in a later issue of Time as “the most powerful woman on the Internet.” [27]

In the time that Wojcicki has been CEO of YouTube, the company announced that it had reached 2 billion logged-in users a month [28] and that users were watching one billion hours a day. [29] [30] There are localized versions of YouTube in 100 countries around the world across 80 languages. Since taking on the role of CEO, YouTube's percentage of female employees has risen from 24 to nearly 30 percent. [31]

Wojcicki also oversaw the development and release of new YouTube applications and experiences designed to cater to users interested in family [32] gaming, [33] and music [34] content. Under her leadership, the company developed additional forms of monetization for YouTube creators, including channel memberships, merchandise, and Super Chat. [35] She also oversaw the launch of YouTube's advertisement-free subscription service, YouTube Premium (formerly known as YouTube Red), [36] and its over-the-top (OTT) internet television service YouTube TV. [37]

During her tenure, YouTube has tightened its policy on videos it regards as potentially violating its policies on hate speech and violent extremism. [38] The more stringent policies came after The Times showed that "ads sponsored by the British government and several private sector companies had appeared ahead of YouTube videos supporting terrorist groups" and several large advertisers withdrew their ads from YouTube in response. [39] The enforcement policies have been criticized as censorship. [40] Some YouTubers argue that the demonetization system is way too strict, causing any remotely "edgy" content to get demonetized and in some cases even resulting in the creator's channel being removed. [41] During the controversy surrounding Logan Paul's YouTube video about a person that committed suicide, Wojcicki said that Paul did not violate YouTube's three strike policy and did not meet the criteria for being banned from the platform. [42]

Wojcicki has emphasized educational content as a priority for the company, and on July 20, 2018, announced the initiative YouTube Learning, which invests in grants and promotion to support education-focused creator content. [43]

On October 22, 2018, Wojcicki criticized Article 13 of the European Union Copyright Directive that would give YouTube the sole responsibility for removing copyrighted content, saying it would pose a threat to content creators' ability to share their work. [44]

In 2014, Wojcicki joined the board of Salesforce. [45] She also serves on the board of Room to Read, [46] an organization that focuses on literacy and gender equality in education, and is a board member of UCLA Anderson School of Management. [47]

Wojcicki married Dennis Troper on August 23, 1998, in Belmont, California. [48] They have five children. On December 16, 2014, ahead of taking her fifth maternity leave, Wojcicki wrote an op-ed in The Wall Street Journal about the importance of paid maternity leave. She is often quoted talking about the importance of finding balance between family and career.

In addition to her U.S. citizenship, [49] she is a Polish citizen. [50] [51] [52] Her grandfather, Franciszek Wójcicki [pl] , was a People's Party and Polish People's Party politician who had been elected MP during the 1947 Polish legislative election. [53] Her grandmother, Janina Wójcicka Hoskins, was a Polish-American librarian at the Library of Congress, responsible for building the largest collection of Polish material in the United States. [54]

Advocacy

Wojcicki has been an advocate for several causes, including the expansion of paid family leave, [55] the plight of Syrian refugees, [56] countering gender discrimination at technology companies, [31] [57] and getting girls interested in computer science and prioritizing coding in schools. [58]

Wojcicki endorsed Democratic candidate Hillary Clinton in the 2016 presidential election. [59]

Wojcicki was named #1 on Vanity Fair's New Establishment list in 2019. [60]


1. When you meet anyone with whom you will have to negotiate.

Let's say you are the owner of a company that makes waffle makers and you have source out a manufacturer. You go into a meeting, and they tell you that you will have to pay $50,000 for 10,000 waffle maker units, plus another $5,000 for the casting.

Being the CEO, you have all the power in the company. You can't say you don't know what your budget is. You can't say you need to go check with your CFO. You can't say anything except yes or no.

I mean, you can try, but you'll look weak when you negotiate by saying things like "I can't afford it" or "This is too much for my company to pay."

Who wants to give priority treatment or work that hard at signing a new client who is showing signs they may not be able to reorder in the future?

So while you may think you have all the power going into the negotiation, you actually end up powerless.

When you aren't addressing yourself as CEO of the company, you have ambiguity on your side. You can say that you need to go check with your partners. You can leave the room, make a few phone calls, real or fake, then come back to the table with a counter offer that comes from "above."

This works for any situation that requires negotiation, whether you are looking to finalize salary for a key employee hire, making a bid for office space, dealing with a client who wants a discount, or looking to work with a vendor who wants a certain percentage for promoting your product.


What Is a CEO?

The chief executive officer (CEO) is the highest-ranking executive at any given company, and their main responsibilities include managing the operations and resources of a company, making major corporate decisions, being the main liaison between the board of directors and corporate operations, and being the public face of the company.

CEOs often have a position on the board and are sometimes the chair. Other titles for CEO include managing director and sometimes even president

The board of directors is elected by the shareholders of a company and is usually composed of both inside directors, who are senior officers of the company, and outside directors, who are individuals not employed by the company. The board establishes corporate management policies and decides on big-picture corporate issues. Because the board is in charge of executive functions, and the CEO is responsible for integrating company policy into day-to-day operations, the CEO often fills the role of chairperson of the board.

Another factor that determines the positions of company officers is its corporate structure. For example, in a corporation with many different businesses (a conglomerate), there may be one CEO who oversees a number of presidents, each running a different business of the conglomerate and reporting to the same CEO.

In a company with subsidiaries, it would be unusual to have one person carry out the roles of both CEO and president, although it does happen at times, often with smaller businesses. In such instances, the small business is often owned by the same person who is also the CEO and president.


Sole Owner/Proprietor

When you’re the only person with equity in a business, you’re the owner. If you have a partner, you’re a co-owner. An investor who gets a percentage of profits, but not necessarily a share of the overall company, is not an owner. Owners often use this title if they are the top person in charge of the business. As the company grows and you add other key executives, you might need to take a more formal title, such as president or CEO. If you started the company, you are also the founder, and can use a dual title of founder and owner.


9.2: You are the President and CEO of You

Being in the role of CEO can be terrific. You're it. You've gained the power to put your brilliant idea into practice. You're synonymous with the company for your customers, your employees and your investors. Your family is proud of you. You feel like the sky's the limit.

And yet, the role is a double-edged sword. If your company is a big public company, you can possibly be looking at $10, $20, $30M+ a year. Or very easily get fired. If it's one of the handful of $1B unicorns coming out of Silicon Valley, then this time around it's likely more money than you ever dreamed of. But for most CEOs, the truth is not in the extremes. It's in the middle.

So before you decide to be the CEO of the company you want to create, here are a few Pros and Cons to consider first:

1. Pro: You decide the strategy and what's important. When you are CEO you are ultimately responsible for the strategy: What to build? How to get to market? Where to focus? You get to put your ideas into action and test if they work. Then, when they do succeed, the sense of satisfaction is unbeatable. If you are the technical founder, and command the respect of those people around you, you also won't have to hear much disagreement. People are following you because they believe in your vision and your strategy.

Con: You'll work harder than you have ever worked in your life. It's true not all CEOs are working on overdrive but when you're trying to get a company off the ground, there are always more mission critical things you need to do that require more hours than there are in the actual day. Look forward to the necessary red-eye flight you need to take to close a deal. The time pressure will seem worse than your college finals did and prepare for this pace to go on for years. Keeping physically fit with exercise will become a requirement just to survive the exhausting workload.

2. Pro: It's an ego trip. It's hard to be CEO unless you have a serious ego. Not that you have to be a jerk, but exuding confidence will ensure that people can look to you to lead them. In that sense, then yes, it's an ego trip. Which means that, if you are already seriously thinking of becoming the CEO of your startup, then you probably have that necessary ego to both embrace and enjoy it.

Con: You'll be lonelier than you've ever been in your life. That clich "the buck stops with you" is absolutely true when you are CEO. There is no one to turn to if you have to make a hard decision. Your board is there to give you advice, but they are not going to tell you what to do. Your team is there to provide counsel and debate with you but in the end, they'll look to you to make the difficult decisions. And there's no one you can talk to. It's unfair to burden your friends and family with these work related stresses. It's you and the wall (or in my case the dog) talking it out sometimes.

3. Pro: You get to hire your team. When you are CEO you get to hand pick your team. You choose the structure of the organization, and hand pick the key people you want to build the company with. You choose the skills, the personality, the experience--and they will seem to become as close to you as your family. Building teams is a wonderful experience--and the best trait of a successful company comes down to the talent.

Con: You're the one who has to let people go. It's hard to consistently hire great talent which means sometimes you'll make mistakes. You'll hire a VP of Sales who looks and sounds good, but can't build out a team themselves (think of Yahoo's spectacular failure recently hiring and then firing of Henrique de Castro). There may also be a time when you may really like an employee but who struggles to consistently perform. When you are the CEO there is no ducking the responsibility of firing the people who have to go, and striving to do it with respect and kindness is an art form.

4. Pro: Customers rely on you to solve their problems. Most great ideas come from trying to solve a problem for someone. In the enterprise world, you're most likely solving a business problem for another company. You could be putting a critical process in the cloud, so it's more cost effective, or automating a solution for a time consuming technology problem. It's a rewarding feeling to know you helped customer's solve problems and improve their overall business--and of course make money for both of you in the end.

Con: Customers can jerk you around. A former CEO of a software company with $1B in revenue once told me he would quit, in the end, because of some of his customers. They'd hold deals until the last day of the quarter, and then force him to drive the price down to get the deal done. After 10 years of building his company and providing solutions for countless customers, he was overwhelmed with the lack of respect his customer's gave to his business. As you'll find, this is not always the case and there will be times you are providing value to your customer but professional patience and just 'sucking it up' will still be required.

5. Pro: You set the culture for your company. Many people spend 8-10 hours a day at work. And all this time should be joyful. Why work for a company, if the culture is not enjoyable? So as CEO, one of the most important responsibilities you have is to set the right culture of the company with the actions you do every day and not just what you say. Great CEOs, like Reed Hastings of Netflix, make this the centerpiece of their leadership. They focus on the areas they believe create a successful company and a positive environment to work, which in turn assists in better recruitment, and increasing their impact with the community.

Con: It's your company. Well, is that a pro, or a con? You'll find it depends on the day. Some days you're so proud of the solutions your team provides that you could burst. But this will not be every day, definitely not every day.

So, if you want to be the CEO of your company then brace yourself. It's a wonderful experience, and can be a thrilling ride, but it's a roller coaster with many ups and downs. If you get them alone, even the greatest CEOs will tell you that.


2.0 Who Must Complete Form I-9

You must complete Form I-9 each time you hire any person to perform labor or services in the United States in return for wages or other remuneration. Remuneration is anything of value given in exchange for labor or services, including food and lodging. The requirement to complete Form I-9 applies to new employees hired in the United States after Nov. 6, 1986, as well as new employees hired in the Commonwealth of the Northern Mariana Islands (CNMI) on or after Nov. 28, 2009.

Ensure the employee completes Section 1 of Form I-9 at the time of hire. “Hire” means the beginning of employment in exchange for wages or other remuneration. The time of hire is noted on the form as the first day of employment. Employees may complete Section 1 before the time of hire, but not before the employer extends the job offer and the employee accepts. Review the employee’s document(s) and fully complete Section 2 within three business days of the hire. For example, if the employee begins employment on Monday, you must complete Section 2 by Thursday.

You may designate, hire, or contract with any person you choose to complete, update or make corrections to Section 2 or 3 on your behalf. This person is known as your authorized representative. The authorized representative must perform all the employer duties described in this handbook, and complete, sign and date Section 2 or 3 on your behalf. You are liable for any violations in connection with the form or the verification process, including any violations of the employer sanctions laws, committed by your authorized representative.

Employees cannot act as authorized representatives for their own Form I-9. Therefore, employees cannot complete, update or make corrections to Section 2 or 3 for themselves or attest to the authenticity of the documentation they present.

If an employee will work for less than three business days, Sections 1 and 2 must be fully completed at the time of hire (in other words, by the first day of employment).

Do not complete Form I-9 for employees who are:

  • Hired on or before Nov. 6, 1986 (or on or before Nov. 27, 2009, in the CNMI), who are continuing in their employment and have a reasonable expectation of employment at all times
  • Employed for casual domestic work in a private home on a sporadic, irregular, or intermittent basis
  • Independent contractors
  • Employed by a contractor providing contract services (such as employee leasing or temporary agencies) and are providing labor to you or
  • Not physically working on U.S. soil.

If you are self-employed, you do not need to complete Form I-9 on your own behalf unless you are an employee of a separate business entity, such as a corporation or partnership. In that case, you and any other employees must complete Form I-9.

Note: You cannot hire an individual who you know is not authorized to work in the United States.


Watch the video: Crouse for President: You wanted to disappear the record - (November 2021).