PorterS Seven Surprises Software 2

The Seven Surprises for New CEOs were described first in the HBR of October 2004 in an article by Michael Porter, Jay Lorsch and Nitin Nohria on CEO leadership. As a newly minted CEO, one may think to finally have the power to set strategy, the authority to make things happen, and full access to the finer points of your business. But if one expects the job to be as simple as that, you?re in for an awakening. Even though you bear full responsibility for your company?s well-being, you are a few steps removed from many of the factors that drive results. You have more power than anybody else in the corporation, but you need to use it with extreme caution. Porter et al have discovered that nothing?not even running a large business within the company?fully prepares a person to be the chief executive. The following seven surprises are most common for new CEOs: These seven surprises for new CEOs carry some important lessons: First, as a new CEO you must learn to manage organizational context rather than focus on daily operations. Second, you must recognize that your position does not confer the right to lead, nor does it guarantee the loyalty of the organization. Finally, you must remember that you are subject to a host of limitations, even though others might treat you as omnipotent.