Now, Finally, CEOs, Board Members and Ceo Recruiters Can Get Support, Training, Education and Development in Their Specific CEO Position and Roles.

For a very long time, the post and position of Chief Executive Officer was a mysterious one where people got there without any training, education and development specifically for the post and position and, once, in the position, Chief Executive Officers were forced to grope and fumble until they figured somehow how to effectively lead their companies and organisations. No college, university or business school was teaching and training Chief Executive Officers and most were using the traditional Masters in Business Administration and Degrees in Commerce and Finance as the screening tools for the post. This is not to say those with MBAs, Degrees in Finance and Commerce do make good Chief Executive Officers; instead, there is still no evidence that possession of an MBA or Degrees in Finance and Commerce leads to better CEO performance compared to others who do not possess those degrees. In addition, there is no evidence that people who have no degrees, or those who possess other degrees outside the MBA, Commerce and Finance make worse CEOs than those who have those degrees.

Scholars like Henry Mintzberg has done a lot of research in that area. In addition, evidence from some of the world's most successful companies such as General Electric who do not use MBAs, Commerce and Finance Degree as a yardstick for selecting candidates for CEO positions shows that candidates without MBA or Finance and Commerce degrees fair equally well in the CEO Positions than those who have. In other words, abuse of the MBA, Finance and Commerce degree is leading to the selection of CEOs from a poor and narrow pool that excludes many otherwise equally good and even more competent candidates from the most important position in Organisation. This argument is a huge area that is being ignored but very important especially in the 21st Century Complex Environment where some academic background may be contributing even more to successful CEOship in a radically changed environment from those when the post of the Chief Executive Officer was mooted.

The more surprising thing has been the absence of any serious training, education and development for people who occupy the CEO position. It is almost a scandal of serious proportions when we consider the impact of the Chief Executive Officer position on the organisation and society and also the costs associated with a CEO if the CEO is forced to leave an organisation on the basis of failure to deliver expected results. When a CEO fails to deliver, the costs are herculean as they can mean shared holders losing everything or a huge chunk of their investment while jobs lost will have a far-reaching consequences while the severance packages are too astronomical for the reasons the CEO leaves the organisation. Again, this is not to say CEOs do not deserve golded handshakes if they are part of the contract. I am saying that most of the failures by CEOs are most likely also due to the following;

1. The poor preparation CEOs get for the position including lack of training, education and development in CEOship.
2. The poor strategic support of the CEOs when they assume their CEO positions. Many CEOs and Boards do not even seem to recognise that CEOs indeed need strategic support beyond what they get from their immediate team members (the top executives)
3. The flawed recruitment of CEOs that lacks accurate parameters, knowledge and models for predicting CEO performance by CEO candidates. Interviewers for CEO positions often have no clear idea of what to look for in a candidate to accurately predict on-the-job performance of a candidate CEO.
4. Boards often also lack any credible insights into CEOship and what specifically to look for a CEO and also the specific parameters that determine CEO performance. Without much evidence-based guidelines to use to determine CEO performance, boards will not be able to strategically determine the CEO's Ceoship acumen and to recommend any training, education and development to bring the CEO performance to standards good enough to prevent CEOship disasters.
5. There is some evidence that some (not all) CEOs are vices to their egos; they overestimate their abilities and undermine their inadequacies. Their egos also undermine their ability to ask for help and to get training, education and development in any area that can help them improve their CEO performance and results. In many organisations, CEO's send their teams for training, education and development while they themselves do not go for training, even in privacy.

The Importance of Position-Specific CEO Training, Education and Development

In his biography, Jack Welch, admitted that at the time he wrote his book, there was no known formula used by Chief Executive Officer and each CEO approached CEOship differently. This probably explains the relatively high turn over of Chief Executive Officers and the lack of vigorous competition and growth in many companies and organisations. At the same time, this suggest the world gambled with the CEO position; a huge risk. In addition, this lack of any formula r guidelines, I believe, creates tension among the CEOs especially the first time CEOs and CEOs who join a new organisation from another. Many studies, infact, suggests that the CEO position is extremely stressful and many CEOs suffer in silence. Assuming such a complex and demanding position without any serious preparation and without any evidence based guidelines (call it a CEOship manual) can only be hell on earth.

The CEO position requires that aspiring CEOs get proper preparation for the position. As has already been argued, even when a candidate already possesses an MBA, Finance or Commerce Degree or any other, the CEO candidate still needs training, education and development for specifically for the CEO position. Even many CEOs who already occupy CEO positions benefit from CEO coaching, advisory, mentoring, person development, teaching, training and education so that they can do their work easier and better using some evidence-based guidelines, knowledge and information on CEO performance and results. When practising CEOs get support, it reduces their stress, improves their health and wellbeing and make them perform better.

Aspiring Candidate CEOs

People who are earmarked for CEO positions will perform better in the CEO performance if they get CEO position specific training, education and development as well as advice and equipment than they would if they get general grooming without specific, structured, training, educated and development. It is estimated that a first time CEO takes a much as 12 to 36 months before he or she gets the hang of the job and becomes effective. Preparation that includes CEOship training, education, development, equipment and advise will cut the time while also elevating the level of performance of the CEO.

CEO CAMPDETTS is a the world's first comprehensive program for supporting aspiring, first time, new to organisation, successful and struggling CEOs to effectively manage their performance and results through evidence-based coaching, advisory, mentorship, person development, equipment with tools and strategies, teaching, training and strategic support.

Gone are the days when CEO struggled in their demanding position without any preparation and support in the form of position-specific coaching, advisory, mentorship, person development, teaching, training and strategic support.

This program is built on leading-edge research findings from the world's leading authorities and institutions in the areas related to the CEO's position, performance, results, success and failure.

[email protected] +263-77-444-74-38

?Simon Bere, 2023