RENU,
here is some useful material.
regards
LEO LINGHAM
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C E O
Position reports to.,
Board of Directors
Primary objective
Manage and direct the organisation to achieve optimum profitability and effective use of business assets and human resources. Develop and review policy, and plan, organise and control major functions relating to the operation and administration of the organisation through subordinate executives.
Specific accountabilities
Direct the policy and operations of the organisation for the achievement of short and long term business/policy objectives, increased profit, or market share.
Establish organisation objectives, policies and programmes and, if appropriate, set standards and targets. Analyse economic, social, technical, legal and other data or trends.
Prepare or oversee the preparation of consolidated budgets, required reports and forecasts and present them or recommend their adoption to the Board/parent company or governing bodies.
Appraise the activities of the organisation according to strategies and objectives, and monitor and evaluate performance. Consult with subordinate staff and review reconnnendations and reports.
Co-ordinate subordinate staff to optimise the use of human and material resources to achieve goals, and resolve conflicts between areas of responsibility.
Oversee the development and implementation of all organisational activities to protect the funds invested and the interests of share holders. Ensure the security and development of assets and resources.
Represent the organisation in negotiations, at conventions, seminars and official occasions, and liaise with other organisations (eg. major suppliers, customers, industry associations and government representatives).
Authorise funds to implement policies, programmes and business strategies.
Provide overall direction and management of enterprises, including personnel, technological resources and assets.
Select, or approve the selection and training of senior executives. Establish lines of control and delegate responsibilities to subordinate staff.
May undertake responsibility for some or all of accounting, sales, marketing, human resources or other specialist operations in smaller establishments.
Ensure all the organisation's activities comply with relevant Acts, legal demands and ethical standards.
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CEO COMPETENCIES
Leadership Skills [ 20%] weightage
Communicates a compelling Vision and sense of core purpose, enlisting staff and others, and inspiring their allegiance to its fulfillment.
Espouses an appropriate set of core values and beliefs during both good and adverse times, and acts consistently in line with those values. Practices what he preaches.
Creates a climate conducive to an attitude of integrity, trust and professionalism, irrespective of job role, such that everybody wants to do his/her best.
Motivates staff to perceive their jobs as an avocation, much as they feel about pastimes, and to find ways for them to experience the same kinds of satisfaction.
Communicates with, motivates and coordinates the efforts of a large and influential force of member-volunteers supplemental staff, ensuring that they participate in development and effective implementation of programs that are needed and wanted by members.
Helps others to rise above self-limiting mindsets and constraints to make full use of their capabilities.
Encourages an attitude of lifelong learning to develop new skills that enable continued personal and career growth.
Builds team spirit, effectively blends people into teams when needed, and develops an appreciation for the value of the diversity that is generated by team cooperation.
Management Skills: [ 25%]
Sets standards of performance; gives feedback on performance, or lack thereof, to those standards; coaches for improved performance and development.
Oversees projects and delegated assignments to ensure they are completed on schedule and within budget, and that results meet defined expectations.
Relishes the command role, including unpopular stands as necessary, encourages debate, deals directly with adversity, and handles timely decision-making in an equitable and caring manner.
Prepares, implements, monitors and adjusts budgets to remain within approved expenditure limits.
Establishes and uses records, reports and other techniques to identify and track performance accountabilities.
Defines tasks, selects assignees, negotiates performance parameters and priorities, delegates authorities & accountabilities, supports rigorous problem-solving disciplines, and manages progress.
Attends to workplace and employment concerns and regulatory considerations, to ensure employees have a wholesome environment conducive to high performance and employment longevity.
Listens actively, speaks and writes clearly and succinctly suitable for a variety of applications and settings, and communicates to get the message across and achieve desired results.
Interpersonal Skills: [ 15%]
Relates to all kinds of people, uses diplomacy and tact, is able to diffuse tense situations, and builds rapport and constructive relationships.
Exercises patience and tolerance, and characteristically listens and tests to understand both the data and the people ramifications before acting.
Displays compassion about people’s work and non-work difficulties and is available to help; and is composed under pressure, dealing well with frustrations and not becoming defensive or aggressive.
Skilled at finding common ground to solve problems, and accurately reads conflict situations quickly and hammers out cooperative agreements with minimal disruption.
Knows personal strengths and limits and handles them appropriately, and assesses the need to modify personal behaviors to deal with changing demands and personalities.
Displays approachability and a positive and constructive sense of humor, and is able to ease tensions.
Organization & Planning Skills:[ 20%]
Marshals resources and uses them effectively and efficiently to orchestrate multiple activities and get things done.
Copes effectively and shifts gears comfortably dealing with change, maintains composure amidst uncertainty and can simultaneously manage multiple activities.
Scopes out accurately the difficulty of projects, sets objectives and goals, breaks down work into process steps, develops schedules and assignments, establishes measures and evaluates results.
Looks toward the broad perspectives of issues and challenges, can presuppose future scenarios, and thinks globally.
Sees ahead clearly, can articulate credible pictures of possibilities and likelihoods, and can create breakthrough strategies and plans.
Facilitates effectively the business processes and tasks activities of large, diverse workgroups comprised of staff and volunteers.
Results Orientation: [20%]
Focuses on customer service and is dedicated to meeting requirements and expectations of internal and external "customers".
Acts with customers in mind, gaining their trust and respect, and establishing and maintaining effective relationships.
Exudes energy, is action oriented, enjoys working diligently, and can act with a minimum of planning in the face of uncertain circumstances.
Consistently can be relied on to achieve or exceed goals and is very bottom-line oriented, steadfastly urging himself and others for results.
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CEO SKILLS AND ABILITIES
Analysis
Securing relevant information and identifying key issues and relationships; relating and comparing data from different sources; identifying cause/effect relationships.
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Judgement
Committing to an action after developing alternative courses of action that are based on logical assumptions and factual information and that take resources, constraints and organisational values into consideration.
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Decisiveness
Making timely decisions judgements; taking actions when appropriate; committing to position
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Technical/Professional Knowledge
Having achieved a satisfactory level of technical and professional skills/knowledge in job-related areas; keeping abreast of current developments and trends in areas of expertise.
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Planning and Organising
Establishing a course of action *or sequence of activities to accomplish a specific goal; planning proper assignments of people and allocating resources; communicating expectations about tasks and deadlines; developing contingency plans focusing energy and time on priority goals, requirements and problem areas.
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Individual Leadership
Using appropriate interpersonal styles and methods to inspire and guide individuals towards goal achievement; modifying behaviour to accommodate tasks situations and individuals involved.
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Teamwork/Collaboration
Active participation in, and facilitation of, team effectiveness; taking actions that demonstrate consideration of the feelings and needs of others; being aware of the effect of one's behaviour on others.
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Sensitivity
Taking action that indicates a consideration for the feelings and needs of others; being aware of the impact of one's behaviour on others.
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Meeting Leadership (Facilitation)
Using appropriate interpersonal styles and methods to motivate and guide a meeting toward its objectives; modifying behaviour according to tasks and individual present.
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Developing Organisational Talent
Developing a subordinate's skills and competencies by planning effective development activities related to current and future jobs. Considering the individual's motivation, interests, current work situation, and personal circumstances.
Sales Ability/Persuasiveness
Gaining agreement or acceptance of an idea, plan, activity, product or service by using appropriate interpersonal styles, approaches and forms of communication.
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Motivation Fit
The extent to which job activities and responsibilities, the organisation's mode of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree which the work itself is personally satisfying.
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Work Standards
Setting high goals or standards of performance for self, subordinates, others, and the organisation; being dissatisfied with average performance; self imposing standards of excellence rather than having standards imposed by others.
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Customer Service Orientation
Making efforts to listen and understand customers (both internal and external); anticipating customer needs; giving high priority to customer satisfaction.
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Initiative
Active attempts to influence events to achieve goals; self-starting rather than passive acceptance. Taking action to achieve goals beyond what is necessarily called for; originating action.
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Negotiation
Effectively exploring alternatives and positions to reach outcomes that gain all parties'support and acceptance; compromising when appropriate.
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Maximising Performance
Establishing performance goals, coaching performance, providing training, and evaluation performance.
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Control
Establishing procedures to monitor the results of delegations, assignments or projects taking into consideration the skills, knowledge and experience of the assigned individual and the characteristics of the assignment.
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Delegation
Allocating decision-making authority and task responsibilities to appropriate subordinates; utilising subordinates' time, skills and potential effectively.
Rapport Building
Creating continuing compatibility; getting along well; pro-actively developing relationships.
Tolerance for Stress
Maintaining stable performance under pressure and/or opposition (eg time pressure, job ambiguity); relieving stress in a way that is acceptable to the person, others and organisation.
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Innovation
Generating and/or recognising imaginative, creative solutions in work related situations.
Adaptability
Maintain effectiveness in varying environments and with different tasks, responsibilities and people.
Oral Presentation
Effective expression when presenting ideas or concepts to an individual or to group, when given time for preparation (includes gestures and non-verbal communication).
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Resilience/Tenacity
Handling disappointment and/or rejection while maintaining effectiveness.
Impact
Creating a good impression, commanding attention and respect, showing an air of confidence.
Energy
Maintaining a high activity level and effective performance for an extended period of time.
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Integrity
Maintaining social, ethical, and organisational norms in conducting internal and external business activities.
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Oral Communications
Expressing ideas effectively in individual and group situations (includes non
verbal communication); adjusting language or terminology to characteristics or
needs of the audience.
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Written Communication
Expressing ideas clearly in memoranda, reports, letters or other documents with appropriate organisation and structure, correct grammar and language or terminology that is adjusted to the characteristics or needs of the audience.
PRESENTATION
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Key Result Areas
"Key Result Areas" or KRAs refer to general areas of outcomes or outputs for which a role is responsible.
THE IMPORTANCE AND WEIGHTAGE OF THESE KRAs IS
-GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
AND COULD CHANGE YEAR BY YEAR AS PER THE BOARD DIRECTIVES.
THIS WOULD BE REFLECTED IN THE
-KPIs -- KEY PERFORMANCE INDICATORS
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HENCE , YOU WOULD NEED TO REVIEW
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
OF THE COMPANY.
ALSO YOU WILL NEED
-A COPY OF THE CEO JOB DESCRIPTIONS
-COMPETENCIES THAT IS REQUIRED FOR THAT ROLE.
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YOU CAN MODIFY AT AS PER YOUR NEEDS.
KEY RESULT AREAS [ KRAs]
This key role will have a number of key result areas, and will include:
Manage the performance and information team budget
-ACTUAL REVENUE / BUDGET
-ACTUAL GROSS RETURNS/ BUDGET
-NET PROFIT BEFORE TAX / BUDGET
-RETURN ON INVESTMENT [ ROI ]
-RETURN ON ASSETS [ ROA]
-MARKET SHARE GAIN / LOSS
Manage information team and ensure structure/workload reflects corporate & customer needs
-ACTUAL TOTAL PRODUCTION / BUDGETED TOTAL PRODUCTION [ UNITS/ DOLLAR VALUE ]
-PRODUCTION BY PRODUCTS [ ACTUAL / BUDGETED TARGET ]
Validate information analysis provided to customers and government directorates
-ACTUAL CUSTOMER COMPLAINTS / ESTIMATED
-ACTUAL ON FACTORY SITE ACCIDENTS / ESTIMATED.
Develop and maintain effective performance reporting and monitoring framework that enables reports (covering all manner of performance-related data) to be produced for Board, Executive Team and other committees as required
-ACTUAL PRODUCTIVITY / TARGETED.
-NO. WORKERS TRAINED / PLAN
-NO. OF STAFF TRAINED / PLAN
-NO. OF MANAGERS TRAINED / PLAN
Establish and lead monthly performance monitoring group.
-ONCE A MONTH.
Generate awareness of the company
-6 ARTICLES ABOUT THE COMPANY IN LEADING MAGAZINES/ NEWSPAPERS
IN A YEAR.
-4 SPEAKING ENGAGEMENTS IN A YEAR.
Develop relations
-80% OF TARGET IN THE GOVERNMENT
-80% OF KEY TARGETS IN THE BUSINESS.
Liaise with the MANAGEMENT performance lead to inform, clarify and/or update on performance against plan
Act as lead in any performance initiatives
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