BECOMING a Chief Executive Officer explores the realities of the position, including identifying and developing skills, delegating work, adopting a leadership mindset, and allocating resources. Geary addresses the most pressing aspects of what a CEO actually does and how to tailor your mentality to become more like one.

Section A: Finding Your Purpose

In life, not everyone can do the same thing, nor can they become everyone else. Therefore, it is important for those who want to become great leaders to find their purpose.

You must be aware of what you are required to do and what you are able to do based on your specific gifts and talents. Each person has their own unique duties to perform on this Earth, in whichever field they find their calling. Once you find your purpose, you must make every effort to operate within that calling.

For some people, finding their purpose can take time, as they must go through a process of metamorphosis — much like a caterpillar transforming into a butterfly. Others find their purpose at a very tender age. However, once you find your purpose, you must take great care to enhance your area of specialisation or skill.

While you may know your purpose, there will always be people who believe you should be something else. Be wary of those who try to influence you to be someone you are not. Some people are afraid of your passion because it will present a challenge to them — so they try to be a stumbling block in your path. Therefore, remain focused on your purpose and do not be easily distracted.

It is your passion that will separate you from others with similar talents. It will prompt you to act and grow. Stay within your purpose, since that purpose may make you the next CEO. Your individual purpose is rich with many important qualities that others have not been endowed with.

Do not throw away your purpose for what someone else has. Each purpose has its own challenges and glory. Purpose is like a machine: the manufacturer often builds it for a specific function. You were born — or built — with a specific purpose.

Once you have found your purpose, it is important to seek opportunities to learn and develop your knowledge and skills. While you may know that you have been called to lead, you must also develop the skills and knowledge needed to help people. Some of these skills may come naturally, but others will require focused learning and training.

You can learn from others, even when they are not speaking. Observation is a powerful way of learning, as communication can be both verbal and non-verbal. Some great leaders teach simply by example. While saying little, they demonstrate invaluable skills — and you are expected to learn from such leaders.

Section B: On the Job

You will be required to manage people and machines (equipment) to help the organisation move forward. To do so, you must be knowledgeable about your organisation and understand its needs, as well as those of others in leadership roles. It is often difficult, if not impossible, to lead if you do not know your organisation or have good team players within it.

Sometimes, you must build a winning team or take the opportunity to recruit people who will help you succeed. Remember, your greatest assurance of longevity within the organisation is your ability to make it successful. Failing to do so may force you to change positions or organisations — often a painful experience for a CEO.

As the CEO, you must be engaged with all aspects of the organisation — operations, human resources, strategic management, marketing, finance, and more. While these areas often require the help of technical experts, you will still have to work closely with them to ensure profitability and sustainability.

All aspects of short-, medium-, and long-term planning are critical in your decision-making. Therefore, you must ensure you have accurate, timely information to support these decisions.

A CEO must also ensure there is a reliable information system that enhances decision-making by all employees. Staff should have the appropriate level of access to key data and information to make sound decisions. As CEO, you must be a good communicator, motivating employees to accept and work toward the organisation’s vision.

Section C: Moving On

The two important sections above should help you in your career and duties on the job. Eventually, you will accomplish many things in life and reach the point where your active working days are coming to an end. Some people welcome retirement, while others dread it because they are unsure what to do with their time.

The final section of this book provides guidance on how to prepare to exit the business world. When preparing to leave, it is wise to share your knowledge and experience with others. Passing on the reins to successors is often a challenge for many people. Some hold onto knowledge, unwilling to share it — but you have a great responsibility to make this world a better place.

Share your knowledge and experience. Take time to mentor and coach others. Establish a quiet period in your life to reflect on things — good and bad. During this period, you may find new energy and purpose.

While some people are handed a baton to run their race, others must fight their way to get it. Whatever your conditions for success, you must help others achieve the same. If you can mentor others, people will speak well of you — both in life and after you’ve passed on.

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