Monday, May 17, 2010

Vinod Bidwaik: Talent from institute and perfect resume: Holy Grail

Vinod Bidwaik: Talent from institute and perfect resume: Holy Grail
Very nice, Thanks very much,Inspiring

Friday, May 7, 2010

The Best-Performing CEOs in the World

by Morten T. Hansen, Herminia Ibarra, and Urs Peyer

A lot of people have blamed short-term thinking for causing our current economic troubles, which has set off a debate about what time window we should use to assess a CEO’s performance. Today boards of directors, senior managers, and investors intensely want to know how CEOs handle the ups and downs of running businesses over an extended period. Many executive compensation plans define the “long term” as a three-year horizon, but the real test of a CEO’s leadership has to be how the company does over his or her full tenure.

This article contains the first ranking that shows which CEOs of large public companies performed best over their entire time in office—or, for those still in the job, up until September 30, 2009. To compile our results, we collected data on close to 2,000 CEOs worldwide.

It may come as no shock that Steve Jobs of Apple tops the list. However, our ranking does contain a few surprises. You’ll see some relatively unknown faces at the top. The inverse is also true: Some obvious candidates in terms of reputation don’t make the top 50, which we’re printing in this issue—or even the top 100 or top 200. (To view the top 100 and access a list of the top 200, go to In fact, our list overlaps very little with lists of the most-admired or highest-paid CEOs.

Sidebar Icon The Top 50 CEOs

Top 100 CEOs Slideshow

Do We Celebrate the Wrong CEOs?

Women CEOs: Why So Few?

When we analyzed the data to see which factors increased the likelihood that an executive would rank high, we uncovered a few more surprises. Although one might expect context to have a big effect, we found a wide diversity of countries and industries represented among the top performers. The CEO’s background did matter, however, as did the situation left behind by his or her predecessor.

Our data highlight the great extent to which CEOs account for variations in company performance, beyond those due to industry, country, and economic swings. That drives home how important it is to use objective, long-term measures to assess CEOs and to inform CEO searches and succession planning.

Apa Kata CEO Terbaik

Baru saja Swa, sebuah majalah bisnis, melansir hasil survey bertajuk The Best Chief Executive Officer (CEO) 2008 yang dilakukan bersama dua lembaga riset bisnis -Dunamis dan Synovate. Survei itu menempatkan Agus D.W Martowardoyo, CEO & Presdir PT. Bank Mandiri, Tbk pada urutan teratas dalam daftar Top 10 Best CEO 2008 di Indonesia.

“Seorang pemimpin harus pandai mendengar,” kata Agus D.W Martowardoyo dalam wawancara SWA.

CEO Bank Mandiri yang disukai Wapres Jusuf Kalla untuk menempati pos Gubernur Bank Indonesia tersebut melesak ke urutan ke-1 CEO versi SWA, lalu diikuti: (2) Franky Oesman Widjaja (Sinarmas Agribusiness and Food), (3) Tony Chen (Microsoft Indonesia), (4) Arif Soeleman Siregar (Inco Indonesia), (5) Kris Taenar Wiluan (Citra Tubindo, pemasok peralatan industri perminyakan), (6) Anthony Akili (Smailing Tour & Travel), (7) Harry Sasongko (GE Finance), (8) A.Sutjipto (Wijaya Karya), (9) Mohammad Nadjikh (Kelola Mina Laut), (10) Haidar Baqir (Mizan Publika).

Ke-10 CEO tersebut dipilih dari 29 CEO yang diseleksi berdasarkan performance keuangan perusahaannya. Mereka ditelesik berdasarkan fungsi Perintis, Penyelaras, Pemberdaya, dan Panutan -konsep Stephen Covey tentang The Roles of Leadership.

Tentang nilai-nilai kepemimpinan, para CEO itu mengatakan,

“Kepemimpinan adalah bagaimana menjadi sumber inspirasi dan mendorong karyawan untuk melakukan yang terbaik, mengambil keputusan terbaik dengan disiplin, semangat, dan cinta.” Franky Oesman Widjaja, CEO Sinarmas Agribusiness and Food.

“Berusaha memaksimalkan kehidupan setiap hari, sebagai wujud syukur dan tanggung jawab kepada Tuhan, keluarga, dan perusahaan.” Tony Chen, CEO Microsoft Indonesia.

“Kepemimpinan adalah Trust and Encourage your team.” Arif Soeleman, Siregar, Inco Indonesia.

“Kepemimpinan adalah memberikan contoh yang baik.” Kris Taenar Wiluan , CEO & owner Citra Tubindo.

“A leader is to lead and inspire by actions or example whether inteonally or not. If my action inspire my team to dream more, learn more, do more and become more, then I am a succesfull leader.” Anthony Akili, CEO & owner Smailing Tour & Travel.

“Kepemimpinan bagaikan lari maraton dalam siklus visi, perencanaan, eksekusi, dengan mengajak semua karyawan berpartisipasi.” Harry Sasongko, CEO GE Finance.

“Kepemimpinan adalah inspirator yang dapat mengajak, memotivasi, dan mendorong bawahannya untuk berusaha keras mencapai cita-cita perusahaan.” A.Sutjipto, CEO Wijaya Karya.

“Seorang pemimpin yang sukses bukanlah orang yang dicintai atau dikagumi, melainkan orang yang menggugah anak buahnya untuk melakukan hal-hal yang besar.” Mohammad Nadjikh, CEO & owner Kelola Mina Laut.

“Kepemimpinan adalah kepemilikan visi yang diwujudkan di dunia nyata melalui kecintaan, kesabaran, dan ketrampilan, serta keteladanan dan kemampuan menggerakkan orang untuk berusaha dengan sepenuh hati dalam mencapainya.” Haidar Baqir, CEO & owner Mizan Publika.

The Best CEO: Five Defining Characteristics of a Great CEO

What are the five defining characteristics of the great CEO?

1. Personal insight.
Great CEOs are great leaders. They know themselves and what they stand for. They have been called on all their lives as problem solvers because others know them to be fair and impartial. People respect their opinions and look to them for guidance. Great CEOs are mature as people. They can suffer disappointment more gracefully than others and give others credit for their achievements. They don't come in the office door yelling for something they need. They aren't as concerned about titles or power structures as they are about the welfare of those who work at the company. They are trustworthy because they've always been honest with people and have earned that trust. They care about families, and they know that people are more important than dollars and express it in their actions every day. Finally, great CEOs seek out feedback. They want to know how others see them so that they can understand themselves better and continue to grow as people. They also want feedback about the company from an employee perspective, and they use surveys as a starting point for creating a dialogue to make things better.

2. Resourcefulness.
Great CEOs seem to have boundless energy. They come to work with the greatest enthusiasm. Even when they don't feel like it, they find ways to reenergize themselves and come in ready to go. They take good care of themselves physically and emotionally so that they can be there for the employees and the needs of the company. They give much more than they take every day. They don't give up. If the wall is too high, they back down and find another way around. They don't blame, but they do look for solutions to problems so that those problems are less likely to happen again.

3. Courage.
The CEO has one of the world's toughest jobs. No matter how tough it was to start the company, it's even harder to keep it going and growing. A CEO must decide what he or she stands for and do what is right, all the time. It takes courage to fire the salesperson responsible for the company's biggest, most lucrative account when that same salesperson drives a company car drunk and causes an accident. There will be many times when CEOs will want to smooth over something that requires decisive action because of the potential consequences or because they just can't take on one more challenge at the moment. However, CEOs who exercise poor moral judgment will lose their personal integrity with all of their employees watching.

4. Willingness to look at risk.
A great CEO isn't afraid to look at the downside and answer the hard questions he or she hopes will never become a reality. The CEO needs a backup plan-one that is designed by looking at the company's worst-case scenarios. This plan addresses questions such as: What if your industry experiences a slump? What if new governmental regulations affect your business? What if you lose the client that accounts for 50 percent of your sales? Preparing yourself and your company for these eventualities may be the difference between a tough year or two and bankruptcy. If you are in business for 20 years, some of your worst-case scenarios will probably happen. The key is to be ready and able to take immediate action to reduce the loss.

5. Foresight.
It seems some CEOs have an uncanny ability to predict the future. They may have unusual insights into their particular markets, and luck may play a part as well. In addition, they are prepared to create their own luck by cultivating an ability to see opportunities for their company and to make the deals that convert those opportunities into realities. Some things that may seem like amazing foresight are actually the result of the hard work and discipline it takes to constantly look forward to build a successful company. Great CEOs must also constantly develop new products to build and retain a customer base. Foresight is also the ability to hire and retain the right people, looking ahead toward the growth of the company. Finally, over time, each company must develop a steady source of business during both good economic times and bad, because there are sure to be bad economic times during the life of a business.

Jan B. King is the former President & CEO of Merritt Publishing, a top 50 woman-owned and run business in Los Angeles and the author of Business Plans to Game Plans: A Practical System for Turning Strategies into Action (John Wiley & Sons, 2004). She has helped hundreds of businesses with her book and her ebooks, The Do-It-Yourself Business Plan Workbook, and The Do-It-Yourself Game Plan Workbook