Category Archives: CEO Forum Surveys

The CEO Forums Survey – Top 15 Best Practices for Recruiting and Hiring Great People

Members of the CEO Forums were asked to nominate Best Practices  for recruiting and hiring great people.  Then members were asked to rank those best practices.  Below are the results.

  1. Seek people that are first a cultural fit
  2. Hire people that are smarter than you
  3. Look for great talent and hire them; first who and then what
  4. Use trusted network / referrals
  5. Start with internships when possible
  6. You have to be recruiting all of the time
  7. Ask the question, “would I follow this person?”
  8. For managerial positions, utilize situational interviews
  9. Utilize pre-screening to make sure they are real candidates
  10. Use personality profile tools to assess the individual on many fronts; Caliper profile and Assess are two we have used; these are used to trigger red flags such as aggressive tendencies, high ego, low analytical ability, etc; used for who not to hire
  11. Strive to evaluate the “emotional quotient,” hard to discern in interview yet one can now purchase EQ tests at Barnes and Nobles or online
  12. Never hire someone when you need them/ work on great people long-term
  13. Always be observing and when one finds impressive people, seek them out
  14. Before process begins, first define what you believe is a “great person” or an “A Player”
  15. The best people we brought on were not looking when we recruited them

Elevate and CEO Forums strive to create the best learning environments for leaders through Peer Group Forums, the Elevate Speaker Series, Advisory Services & Toolboxes / Content important to your success.

12 Leaders | 1 Board Room | Peer Group Forums

Elevate is expanding its Peer Group Forums during 2013 from 3 to 6.

Each member gets the opportunity to:

  • invest three hours a month of “theta” time in a trusting setting with peers to process issues and opportunities and learn new and better ways to execute.
  • benefit from the collective wisdom of the experienced leaders whose combined value is estimated to be over $2,000 per hour, your alternative board of directors

Let us know if you or someone you know might benefit from joining a Peer Group Forum. Membership is by invitation.

CEO Forum Survey – Top Five Attributes of Stellar Performing Co-workers

Jim Myers, Founder of the CEO Forum, encourages us to develop a bench of Stellar Performing Co-workers.  In fact, he goes as far as to say, consider the attributes of the stellar performers that have worked for you to-date and try to establish what the common attributes they hold and then hire against this for new hires.  So we thought we would survey the CEO Forum members to see what we found.  This is what we found among the CEO Forum members.

Top Five Positive Attributes of Stellar Performers

  • Integrity & Character
  • Willing to Learn
  • Sees the Big Picture
  • Ability to Build Strong Relationships
  • Self Starters
Furthermore, we offer what Jim Myers has found in those that have shown to be Stellar Performers in his rich experience of leading two publicly held companies and mentoring over 200 CEO Forum members in a career that now reflects a half a century of work:
  • Positive Person
  • Does what he / she says he / she says will do
  • Works well with others

CEO Forum Survey – Top Five Attributes of High Performing Business Models

We’ve all come to realize that some old business models are becoming obsolete and some great new ones are being created.  It seems appropriate and compelling for leaders to work every day to try to evolve your business model so that it stays toward the front of creating value for your marketplace.

Recently, we surveyed our CEO Forum members to rank what might be the Top Five Attributes of a Business Model that is positioned to create sustainable shareholder value.  This is what we found among the CEO Forum members:

HIGH PERFORMING BUSINESS MODELS

Top Five Positive Attributes of Business Models Most Likely to Create Long-term Shareholder Value

  • Recurring Revenues
  • Proprietary Position in the Marketplace  (intellectual property, patents, abilities others can’t easily duplicate)
  • Strong Value Proposition (as defined by the customer; what does the customer say about the value you create compared to your competitor?)
  • Within a Growth Industry (sometimes, we must move our business away from a stagnate sector or industry and toward a growth industry)
  • Solves a Real Problem (this is especially true of earlier stage enterprises but is also a way to look at how to update an old business model; what new real problem is out there that an older business may want to attack and create new value for their customer)

It often takes years to evolve a business model, yet depending on the speed of change within your industry, it may take some careful and highly responsive strategic initiatives to accelerate your organization’s speed to significantly change your business model vs. slowly find your enterprise become obsolete.

In today’s rapidly changing markets, nothing is more important for a CEO than to work every week on updating and evolving your business model so that you remain in the front of market movements and you are able to maintain a strong value proposition as defined by your customers.

Survey of What We Learned from the Prior Decade

The prior decade certainly offered a target rich environment for CEO’s and organizational leaders to learn a great deal about free market behavior and how well our organizations were positioned for such large swings in the economy.  Today, there are some tremendous case studies that were born from this decade of activities represented by growth and easy capital markets turning to the great recession and a retraction of markets and capital that hasn’t been as severe since the 1970′s.  We thought we would stop and reflect on this learning opportunity and see what we find among the CEO Forum members.  This is what we found.

Survey Results of our CEO Forum Members

Learning from the Prior Decade

&

How We Strategically Drive Our Organizations in the Coming Decade

28 Perspectives Nominated by the 37 members of three CEO Forums

 Those receiving the most votes from our members are:

 What might we have learned from the prior decade?

 1. Some business models are becoming obsolete; great new ones are being created

2. Be humble / considerate

3. Quality even slower growth is likely better

4. Target our customers / prospects based on financial risk and ability to grow

5. Learn to say no

 Have we fully comprehended what
adjustments must be made moving forward?

 1. We must develop plans that address financial weaknesses, establish how and when, if not already, our organization can return to growth while also building more liquidity than what was thought to be necessary in the past

2. Risk of shorter cycles between downturns

3. Limited increase in real estate values

4. Ongoing uncertainty of global events

 How will we strategically drive our
organization in the coming decade?

 1. Stronger drive for greater efficiency (using technology and improved processes)

2. Work to try to give more meaning to the work that our co-workers perform; be reminded that as the economy heats up, others will come after our A Players

3. Enhanced / More dynamic strategic planning process

4. Drive to create a higher value proposition as viewed by our customers