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You are Fox Business contributor and you -- lots and CEO is out there right yes and today we're talking about how to cut through the office clutter and make your priorities clear.
Right you know.
There's so much that gets in the way of clear messages to mean there's so many things to do -- so many different messages that people get up there there's so many leaders within an organization.
And so many people who want to be leaders within an organization.
That it's very easy to lose the prime message that you're trying to get across.
Which makes it absolutely critical I mean this is true as an individual but it's especially true for leaders and organizations and CEOs.
To be very clear about the one or two things that they really care about and to have.
Tell horn on an audit and to focus on it and have repeated over and over -- -- -- Literally on their desktop network you have posted -- it.
Goal -- -- -- bullet points on had a had -- gotten a sense and you wanna make sure that you didn't you you.
Process every decision that's being made through your big themes -- and and I mean this is true if individuals are thinking about this.
This is -- you know what do you what's the one thing you really care about the you -- -- make happen this year.
Focus on that.
For organizations to I was thinking about Marissa Mayer Yahoo! who did who's doing this very very well right she moved from Google to Yahoo! she's now running Yahoo!.
And she's very clear that that whereas Yahoo! before and was focused on advertisers she's really focused on products and users.
And she's making it clear she did she made a move that surprised me a little bit which is that she wants to look at every single.
A new higher before they come in and I thought to myself you know this is micromanaging.
On the other hand think of the message that it sends to anybody during a new hire -- -- -- that the CEO is gonna look at this new higher before they come in.
It's a great way to begin to launching Cadillac -- -- change yes exactly so that would be an example of someone who knows how to cut through the class person that.
Exactly right she's simply don't work for had not yet you know the truth is her stock price went up this issue was hired and then it went down when she made some decisions you made this decision to.
Sell big stake in Alibaba under attack but since may before her but then to keep the money not to give it to shareholders that that angered a bunch of people are.
That was great I thought it was great that the stock price -- Because what it shows is that there are some people who don't like the direction that she's going in.
But the direction.
Is strong it's powerful it's clear she's making a point and the people that she loses.
Those -- the shareholders -- should lose to bring in new shareholders who believe in the business.
Excellent point -- the shareholders want to make some money they finally had something coming to them after years and years of their stock not owning something but that's it I never thought about it like that -- I think what she's saying is.
Look at -- we will make money but it's going to be a long term play -- And I'm gonna build this company so that is going to be successful company in this is Rehman a -- And if you don't wanna buy into that and then fine I don't want to dip in the stock price it'll go back up I'm -- right so it's about having that clear focus that they don't like expectation.
When you get your Ph.D.
or something not because you have to focus -- -- -- -- -- month -- in any little thing.
Everybody you have and that's why put everything you have in the thing you most wanna make -- little -- a lot of problems what are your business is really structuring S.
Struggling on many different front -- one.
All the more reason is that the problem when we try to do too much is that every effort gets diluted.
And so if you really focused on your one thing right by the way it doesn't have to be products and user that's what it was for a I have a client.
Whose stock price tripled over the last five years who who has.
Been very very effective at horning in on -- one thing but they did the opposite they moved from product focus.
To sort of service.
And end user experience right and it and it was a it was a different shift but it was really clear shift and and there -- revenues close to a billion now.
Right and from where was when that CO2 in which was around 3400.
So if it's if even if there's a million different problems the best way to handle this problem is to focus on your one thing.
Almost ignore -- solutions to all these little problems that are happening.
And -- the one thing to make its way through the organization and that as you do that the other problems begin to resolve themselves in the context.
Of the one thing you're trying to accomplish.
Right when you accomplish that lending find another new thing and then slowly you pick your company that he's an executive -- company best go about.
Targeting that one thing.
So that's the resiliency challenge and and what you know what I do a lot with -- organizations they'll pull together the CEO and the leadership team.
And -- for a couple of days and will think through where the opportunities are.
We might get it wrong right I mean you don't know if you don't have a crystal ball but the idea that you can.
-- -- one thing.
You know you you're thinking about where the market is you're thinking about what your core competencies are.
You're thinking about who your current clients are and who the clients are that you want to bring in you're thinking about all -- you're hoping to form a strategy.
But the point you're bringing out -- a great point because the truth is you never know 100% you've got to make a bad.
Right and you make your bet that's not a based on your best.
Judgment of your strength your weaknesses.
You know who what what you're known for your brand we'll brand you want to create there.
And then you've got to put all your eggs in that bad and in -- you know.
You know wealth -- first of all you have to stay the course for a -- so at first you won't see an improvement.
Right and this is the thing they can get I know somebody who had a really really clear vision.
And the organization was all over the place and if you look at it it's because it's very very clear vision.
Changed week to week and it is very clear for that we can't.
Do that are very clear -- -- -- Mexico -- service.
The what you have to do you have to sustain it and there will be a debt so for example you know talking about -- at Yahoo! again she's made this decision stock price steps people are upset.
People are talking about our message boards she could say cool you know I this isn't working.
Right but what she's doing is she's ignoring it because she has a lot of confidence in the route that she's going.
Now two years from now and if nothing's happening right and then you have to look at it and say it's not working.
But you've got to you know the best leaders the leaders that I know -- the strongest leaders.
Will will know how to stay their course funding and Steve -- it seems -- his -- was always very -- -- or -- good -- you know admitted giving examples there is there's a lot of great -- I -- I -- a lot of leaders that I work with who I think are really great but I can't really -- them -- -- -- I'll check with that maybe next week -- -- -- on television.
But it's but any leader that you think of any leader who's.
To the I can't members name now but the CEO of Alcoa was one of these people who's willing to.
Stand up and say this is what we're about and and.
Ron Johnson let's talk about him for JC -- OK that's existing well came from apple -- he's the CEO of JC Penney right.
And he's a guy who has done.
He got rid of the pricing strategy -- phrase cutting -- more sales is more like every day and although nothing is 99 cents anymore and I read it more so my simplified that he's still running with it right and on the earnings report he actually said.
People this is not a sprint its marathon -- gonna work over the long right and that's right and then the stock rose.
And it's a great and it's a great example because you could tweak a little aspects of it.
The main points have you know that what you want to do is change.
The view of the company at the end in the marketplace you wanna make sure that it's more stylish for JC -- they wanna and they -- -- make it more youthful more stylish more.
So you you keep that going and if you one decision.
To achieve that objective doesn't work you know blow off the objective read you change some of the decisions to keep pursuing the objective -- -- Thank you so much for coming on my -- has an audio issue I'm there's a website and that we look forward to your next article.
Thanks so much that I.
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