Most CEOs want their companies to do things right because that’s a sign of good management. But good management isn’t necessarily good leadership; good leaders are obsessed with doing right things. Good leadership creates strategic change, the forerunner to strategic advantage. CEO’s have plenty of generic strategic choices to drive a business forward. Most run the store by trying to do more of the same, but better. Yet, when things get tough, they soon revert to doing more of the same with less. I prefer specialist strategies—in other words, doing less, better.
A couple of weeks ago I contacted Fortune and Forbes magazine with an idea for an article. Fortune jumped on it. “What did I have in mind?” they asked in an e-mail. I began crafting an outline; then I had another idea. I decided to take a page from ‘Novelist 101’. Novelists must show rather than tell. I wrote the piece in its entirety, submitted it and Fortune published on Friday, February 18. Check out how I stepped down from the CEO’s throne and rose from the ashes in another life at http://management.fortune.cnn.com/2011/02/18/the-ceo-afterlife/