At the top of every CEO's wish list is the ability to see the future. The CEO has to constantly ask: What can we realistically aim to achieve? Will we meet these targets? What roadblocks lie ahead?
The CEO who sets clear goals, helps the organization achieve them reliably, and knows early when one of them will not be hit—that is a CEO who can deliver predictable performance. Based on that skill, he will earn the trust of investors, employees, board members, and all other stakeholders.
In his classic text On War, first published in 1832, the Prussian general Carl von Clausewitz explores the complexities of large-scale military engagements. The book spends a whole chapter on the concept of "friction"—the accumulated difficulties of the battlefield that, as Clausewitz puts it, "distinguish real War from War on paper." In other words, friction is the difference between a clear, well-conceived battle plan and the bloody, confusing reality of battle.
Khorus requires the participation of your whole organization, from top to bottom. The CEO starts by setting company goals, and then everyone else—from execs to the frontline—gets in and sets their own goals that tie up into the company game plan.
But why would functional teams (sales, marketing, product, operations, etc.) and their executives need Khorus if they already have tools like CRM, marketing automation, product-planning software, ERP, etc? Aren’t the systems redundant?
Today, we welcome Niraj Ranjan Rout, founder of Hiver, to the Khorus blog. In this post, he mines his leadership experiences for six common errors you should probably avoid.
In studying leadership, we often look at the achievements and deeds of successful individuals.
But that only tells us half of the story.