Book Summay: The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins

Questions The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins Answers

1. What does Ty Wiggins’ The New CEO focus on for newly appointed CEOs?
2. What types of stories and research does the book incorporate to support its advice?
3. What are some challenges that CEOs face according to the book?
4. What key areas does The New CEO address for effective leadership?
5. Who is the target audience for The New CEO?

The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins Book Details

The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins Book Statistics

Statistics Of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins October 2024:

• Author: Ty Wiggins
• Ratings:
  • 4.9 out of 5 stars (17 ratings on Amazon)
  • 4.3 out of 5 stars (23 ratings on Goodreads)
• Best Sellers Rank:
  • #77,639 in Books
  • #10 in Corporate Governance
  • #843 in Business Management (Books)
  • #1,218 in Leadership & Motivation
• Customer Reviews: 4.9 out of 5 stars (17 ratings)

The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins Quotes

1. The nature of CEO transitions makes it hard to have a one-size-fits-all, clear, repeatable roadmap for success

2. Cultural change is hard and takes a long time

3. Your first couple of months will be a frenetic blur, and at times, you will want to reflect on what you have done.

The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins Table Of Contents

• Introduction 1
• PART I: So, You’re a CEO 13
  • 1. Why CEO Transitions Are So Hard 15
  • 2. Prepare to Win 33
• PART II: Out of the Blocks: Making the Right Start 57
  • 3. Burst the CEO Bubble 59
  • 4. Act Discerningly 75
  • 5. Get the Messaging Right 91
  • 6. Navigating the Crash 113
• PART III: Up and Running: Early Priorities 131
  • 7. Building Your Top Team 133
  • 8. Leading Your Top Team 153
  • 9. Working with the Board 177
  • 10. Shaping the Culture 203
• PART IV: Less of a Marathon, More a Series of Sprints 219
  • 11. If I Could Do It All Over Again 221
• ENDNOTES 235
• ACKNOWLEDGMENTS 243
• ABOUT THE AUTHOR 245
• INDEX 247

The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins Book Summary

Ty Wiggins’ The New CEO is an in-depth manual for recently appointed CEOs, using the wisdom of more than 50 worldwide leaders to provide useful advice and tactics for effective leadership shifts.

Organized into four sections, the book covers key elements of becoming a CEO, offering valuable insights from individuals who have effectively handled this demanding position. It is a valuable asset for not only new CEOs but also for any individual entering a high-level leadership role.

The New CEO provides aspiring leaders with the tools to succeed in the highly sought-after role through a mix of storytelling, research, and practical guidance.

Part I: So, You’re a CEO

Wiggins discusses the challenges involved in CEO transitions, recognizing that being in the top position in business is tough and isolating. He emphasizes the typical obstacles that new CEOs encounter, like handling scrutiny, loneliness, and the burden of responsibility. The writer underscores the significance of being prepared, recommending that CEOs establish a definite vision and strategy before assuming their positions. Wiggins also brings forth new terms like “above the line” and “below the line” to assist leaders in understanding their experiences by depicting various leadership mindsets.

He advises future CEOs to understand that every change is different, emphasizing the importance of gaining insights from others’ experiences. Wiggins demonstrates the challenges of leadership decisions by recounting honest stories from accomplished CEOs like Marc Bitzer of Whirlpool and Carol Tomé of UPS. He emphasizes that the period of transition is when a new CEO is under close observation and has a lot to learn, as their choices can greatly impact their time in office.

Part II: Out of the Blocks: Making the Right Start

Part 2 explores the crucial first measures for a newly appointed CEO. Wiggins stresses the importance of “popping the CEO bubble,” urging leaders to interact with their teams and organizations to grasp the fundamental culture and dynamics. He talks about the significance of making careful decisions, recommending that new CEOs should be cautious and not make hasty decisions without thinking them through carefully.

Ensuring the messaging is accurate is also important; Wiggins emphasizes that the way a CEO articulates their vision can greatly impact the alignment and morale of the organization. He employs the analogy of steering through a collision to demonstrate the unavoidable obstacles faced by a CEO in their initial stages and emphasizes the significance of being resilient and adaptable.

In addition, the author cautions against the dangers of working alone, specifically mentioning the “CEO Bubble.” He motivates leaders to actively request feedback and keep communication channels open with their teams to build trust and encourage collaboration.

Part III: Up and Running: Early Priorities

In Part III, Wiggins changes attention to the initial tasks for new CEOs. An important focus is constructing a strong team, which he believes is crucial for reaching the goals of the organization. He offers guidance on evaluating and cultivating talent, stressing the importance of a teamwork-focused leadership strategy.

Focusing on leading a high-performing team is also crucial; Wiggins suggests that forming a united leadership team is key to supporting the CEO’s vision and ensuring everyone is in sync with the company’s goals. He offers tactics for successful team management, such as managing conflicting views and promoting a culture of creativity.

The article also covers working with the board, highlighting the significance of developing solid relationships with board members and grasping their expectations. He describes how working well with the board can improve decision-making and back up the CEO’s strategic goals.

Wiggins finishes this part by debating the significance of molding the organizational culture. He recommends that new CEOs evaluate the current culture and pinpoint areas needing enhancement to establish a supportive environment for both individual and organizational achievements.

Part IV: Less of a Marathon, More a Series of Sprints

In the final part, Wiggins emphasizes the ever-changing aspect of leadership, indicating that serving as a CEO involves dealing with numerous immediate hurdles rather than focusing on lengthy plans. He advises new CEOs to adopt agility, recommending that they remain flexible and adapt their strategies in response to new information and situations.

Wiggins reveals insights from CEOs on potential changes they would make if offered another opportunity. This reflective approach motivates future leaders to carefully consider their decisions and how they could affect their organizations. The writer stresses that every mistake provides an important chance to learn, and adopting a growth mindset can improve a leader’s effectiveness.

The paragraph also emphasizes that being a CEO is like skydiving through a narrow canyon, requiring constant modifications to overcome challenges and succeed. This comparison highlights the intricate and uncertain nature of the position, emphasizing the value of readiness and flexibility.

About the Author: Ty Wiggins

Get Your Copy Of The Book: The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly Minus the Common Mistakes by Ty Wiggins

>> Get Your Copy Of The Book <<

References :

• Amazon’s book page
• Goodreaders’s book page
• Author’s image source: X.com
• Book Cover: Amazon.com