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The Khorus Blog

The First 100 Days as a New CEO

Carolyn Jenkins

Posted by Carolyn Jenkins
June 26, 2018

Every time we elect a new president in the United States, we watch his first hundred days in office closely. This has been the case ever since Franklin Delano Roosevelt's inauguration in 1933, amid the devastation of the Great Depression. FDR initiated a flurry of activity, enacting fifteen major laws to push the country out of its economic plight. He set a rather high bar, and we've judged subsequent presidents by it.

But it's not only presidents whose who face this "first hundred days" proving ground. When you become CEO—especially if you've never held the role before—you're going to be under quite a bit of scrutiny. In the opening stretch, employees, customers, and shareholders will form a sense of how you operate as a leader—and whether they will trust you and follow you.

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Khorus Best Practices: Setting Company Goals

Elizabeth Thompson

Posted by Elizabeth Thompson
June 14, 2018

Creating corporate-level goals for your organization can be a challenging project.

The CEO typically has a target in mind, usually a financial goal. But the point of creating company goals in Khorus is to move beyond that rudimentary form of goal setting. The system helps you create a cohesive set of strategic objectives that:

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CEO Doesn't Stand for "Chief Everything Officer"

Carolyn Jenkins

Posted by Carolyn Jenkins
June 1, 2018

This week on, Richard Levick writes about one of the fundamental challenges every CEO faces: not attempting "do everything" in the organization.

Drawing from Peter Drucker, he posits that the best CEOs know they can never be the "Chief Everything Officer." Instead, they focus on marshaling internal resources to meet external challenges.

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Avoid These Common Strategy Mistakes

Joel Trammell

Posted by Joel Trammell
May 22, 2018

In a well-run company, a clear strategy drives actions and decisions at every level of the organization.

Unfortunately, getting to that ideal state can be tricky. The path to strategic clarity is marked by a few traps that I've seen many a CEO fall into (and perhaps fallen into myself over the years).

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5 Questions That Drive Strategy Execution

Joel Trammell

Posted by Joel Trammell
May 15, 2018

To help your team get things done, answer these five questions consistently.

In their well-known 
Fortune article, Why CEOs Fail,” Ram Charan and Geoffrey Colvin explain the factor that they estimate trips up 70 percent of chief executives:

It’s bad execution. As simple as that: not getting things done, being indecisive, not delivering on commitments.

The concept of execution—just doing it—sounds simple enough. The reality is much more complex for CEOs, because they do little actual executing themselves. Instead, they have to find a way to help other people execute.

How do they do that?

For many CEOs, developing a strategy is the easy part. The tough part is communicating that strategy to the team and helping each employee see him- or herself in it.

Back when I was a novice CEO, I was shocked every time I ran up against this challenge. I’d explain a new plan or initiative and employees would often go right back to what they’d been doing before. I soon learned I couldn’t just announce our strategy once or twice and expect it to sink in. I had learned the secret to getting strategy executed: I had to communicate about it almost constantly.

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