By Fred Bratman
The ultimate goal of nearly every employee in a corporation - and most certainly for external communications consultants - is to become the CEO's 'Trusted Adviser.' While the
competition for such status is fierce, there are several steps you can take to make the most of such an opportunity. But first you must ask yourself a question: Why bother? For
me, the answer is that working with CEOs generally offers more interesting and stimulating work, and, yes, the rewards can be greater. But so are the risks.
With your own motivation in place, you can begin the journey. As a generalization, CEOs fall into one of three leadership styles, though there is always some overlap. They
are:
- Visionary
- Entrepreneur
- Processor
Identifying the leadership style of your CEO will help you better understand how he sees the world. Visionaries, such as Virgin's Richard Branson, are the swashbuckling
types, who are never plagued by doubt or fear. They see the future with clarity, and for you to succeed you must share that vision.
The entrepreneur banks on his street smarts to get ahead, and he has the scars to show for his success. He is always looking for a niche to fill. He's tough and sometimes
rough. To succeed with an entrepreneur, you must have thick skin and an appreciation for his rocky climb.
The processor, such as General Electric's Jack Welch, is driven by process and measurement. He recognizes that he alone can't achieve success and seeks to build a team
and a system to reach the goal line. He generally asks "How" questions, "How do we get from point A to point B?" Prepare a roadmap that shows the way.
No matter the individual style of your CEO, one key requirement is that you do as much homework before you meet him for the first time. Read past media coverage, shareholder
letters, speeches and earnings call transcripts. By reviewing such materials, you'll be gathering intelligence that will almost certainly come in handy in your conversations.
Before you walk into the executive office you need to genuinely appreciate the burdens of running a large company. We all know about CEO compensation packages, but not
necessarily about the daily headaches that CEOs face. Everyone wants a piece of his time. Be especially sensitive to the ticking clock.
Your temptation may be to show off your knowledge or strategic prowess. Don't. Instead listen and take notes. Then ask questions. But only ask questions that solicit his
insight on the matter, not factual questions that can easily answered by others.
One question that I nearly always ask is, "If we're successful, what will or won't happen?" This form of reverse engineering allows me to understand what defines success for
this particular CEO.
When there's time, spend as much of it as possible getting to understand the heart of the problem. Avoid the tendency to rush in with solutions. Often the core problem is not
what was presented to you. "Investors don't recognize our inherent value," a CEO may say. In defining this problem, you may come to see that the company's senior management needs
to spend more time with investors telling the company's story.
Sometimes there isn't the luxury of having time to spend days or weeks defining the problem and then drawing up a detailed plan of action. The CEO wants your solutions in real
time: now. In such a situation, you need to see yourself as a doctor in a MASH unit. The wounded are coming in by the droves and time is working against you. Offer solutions that
are practical and immediate. Save those who can be saved.
Assume that there will be resistance to your solution and prepare to prove the worthiness of your proposal. This should be relatively simple, because if you have challenged
your ideas while developing your plan, then you already know why it's the best course of action and should be implemented.
Never overstay your welcome: You have a specific and limited role. Do your job. Do it well. And get out.
As a trusted adviser, I recognize that I can only offer my best recommendations and that the CEO may, because of his knowledge or experience, decide to go in a different
direction. I maybe disappointed but I certainly don't take it personally. I just hope that I am asked back.
Contact: Fred Bratman is the president of Hyde Park Financial Communications. He can be reached at 212.683.3931 x217 or [email protected].