Make decisions quickly, decisively
According to two researchers, good CEOs are often very assertive and therefore they also have a higher performance ratio of about 12 times. One example is Steve Gorman, Greyhound's former CEO, who showed how important assertiveness is.
In 2003, when Gorman took over the Greyhound, the passenger service business was suffering a loss. In addition, Greyhound's parent company, which has been struggling to cope with bankruptcy, is also planning to dissolve it.
For four months after taking office, Gorman's head was about to explode with a series of proposed rescue plans and then dismissed shortly after by senior management. After all, the new CEO also can not stand and decided not to delay anymore.
In the middle of a mountain of information, there is a map taken by satellite, which reflects the population density through the concentration of all traffic lights across the country. Although not 100% sure of his decision, Gorman immediately changed the Greyhound's route, setting the route around the most densely populated areas. And, Gorman's plan worked.
By 2007, when Gorman left the Greyhound, the company's profit was $ 30 million and it was sold twice as much as it had been in 2003. When reviewing Gorman's story, Botelho and Powell The CEO likes to move forward not because he knows the plan will succeed, but because he knows that making decisive, risky decisions is better than delaying and not giving up. make any decision.
According to two researchers, good CEOs are often very assertive and therefore they also have a higher performance ratio of about 12 times. One example is Steve Gorman, Greyhound's former CEO, who showed how important assertiveness is.
In 2003, when Gorman took over the Greyhound, the passenger service business was suffering a loss. In addition, Greyhound's parent company, which has been struggling to cope with bankruptcy, is also planning to dissolve it.
For four months after taking office, Gorman's head was about to explode with a series of proposed rescue plans and then dismissed shortly after by senior management. After all, the new CEO also can not stand and decided not to delay anymore.
In the middle of a mountain of information, there is a map taken by satellite, which reflects the population density through the concentration of all traffic lights across the country. Although not 100% sure of his decision, Gorman immediately changed the Greyhound's route, setting the route around the most densely populated areas. And, Gorman's plan worked.
By 2007, when Gorman left the Greyhound, the company's profit was $ 30 million and it was sold twice as much as it had been in 2003. When reviewing Gorman's story, Botelho and Powell The CEO likes to move forward not because he knows the plan will succeed, but because he knows that making decisive, risky decisions is better than delaying and not giving up. make any decision.
