Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ Free Shipping
The Transformative CEO: IMPACT LESSONS FROM INDUSTRY GAME CHANGERS Hardcover – June 8, 2012
|New from||Used from|
The Amazon Book Review
Author interviews, book reviews, editors picks, and more. Read it now
Frequently bought together
Customers who bought this item also bought
About the Author
Jeffrey J. Fox is the author of twelve books, including the New York Times bestseller How to Become CEO and Audie Award winner Rain. Founder of Fox and Company, he works with Fortune 500 companies such as General Electric, IBM, and Ametek, among others. He is a popular speaker.
Robert Reiss is founder and host of The CEO Show syndicated to more than 600,000 listeners. His company publishes The CEO Forum, a quarterly magazine with a subscription base of exclusively 10,000 top CEOs. Reiss is a frequent keynote speaker on lessons from CEOs.
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
All this is by way of introducing material in a book co-authored by Jeffrey Fox and Robert Reiss in which they feature 44 CEOs who share the "impact lessons" they learned while leading initiatives to achieve organizational transformation. These are real executives in real companies who candidly discuss real-world crises, perils, and opportunities. It is accurate to call them game-changers only if it is clearly understood that the "game" was played in their heads and hearts (and yes, guts) as well as in the C-suite, throughout the given enterprise, and within the given industry.
There are 33 brief chapters, focusing on major business challenges, to each of which several CEOs contribute insights and experiences as well as thoughts and feelings, in collaboration with Fox and Reiss. The reference to "impact" earlier includes one's self, one's colleagues, and one's organization. As you can well imagine, the two co-authors and the 44 CEO contributors are able to draw upon a wealth of invaluable experience, especially with crises, setbacks, and even major failures. As most of the book's chapter titles correctly indicate, their collective focus is on what works, what doesn't, and why.
For example, Chapters 3-9 explain how to turn a company around, protect or change a company culture, put culture first, hire to the given culture, perform while transforming, serve a higher purpose, and give back in response to deserving need.
In Chapter 11 and then in Chapters 14-15, the reader is provided with information, insights, and wisdom that will help to prepare her or him to take prudent risks, innovate at all kevels and in all areas (to varying degrees of scale), make everything "Better! Better! Better!", defend ideas and the process by which they are generated, and "lead with love" (i.e. with emotional intelligence that appreciates and protects as well as nourishes human dignity).
It is important to keep in mind what this book's sources are. First, several dozen CEOs: results-driven empiricists who are world-class pragmatists, each possessing what Ernest Hemingway once characterized as a "built-in, shock-proof crap detector." Then there are hundreds of other executives that Reiss interviewed for "The CEO Show." Add to all that what Fox and Reiss have learned from their own wide and deep involvement in the business world during the last several decades.
I highly recommend this book to all C-level executives, whatever the size and nature of their organization may be. Also, to middle managers who aspire to provide effective leadership at that level. Finally, especially at this time of the year, I think this would be a terrific gift to those who are preparing for a career in business or have only recently begun one. Many of those who read it will also be transformed. I hope they realize that transformation should be a process that never ends. The "bad news" is that it can be very difficult to achieve and even more difficult to sustain. As this book so compellingly reveals, the "good news" is that personal transformation and professional growth will accomplish almost anything the human mind can imagine. Helen Keller said it quite well: "Life is either a daring adventure or nothing."
Fox, one of my favorite business authors, and Reiss, founder and host of THE CEO SHOW, have taken the interviews and incorporated them into 32 brief chapters that give advice on such topics as turning around a company, building superior customer service, thinking big and going global, performing while transforming, having a higher purpose and innovating to make everything better.
One of the keys to accomplish this is to:
* Get the right people. The transformative CEO is like a professional sports team coach: always looking for the best athletes; putting the players in the right positions; making sure every player knows what to do to win. The transformative CEO knows the culture he or she wants, and hires and fires, in the context of that culture. If the CEO makes a hiring mistake, he or she admits it, and fixes the mistake.
In addition, the transformative CEO leads by example:
* Jim Gillespie was a brand new real estate agent starting out, and he had no money. He represented a poor, elderly couple in selling their house. He sold the house, his second sale, and gave back his entire commission to his clients. Years later, Jim Gillespie is CEO, Coldwell Banker, leading 87,000 global agents and employees.
He or she also is not afraid to seek help, as we demonstrated by the following tidbit that I have often used in my professional career:
* Have a "Kitchen Cabinet" (first used by President Andrew Jackson in 1832). A kitchen cabinet is one or more honest advisors who are usually not part of the leader's organization. These people never knowingly let the leader make a mistake.
If you want to make a difference in your organization, take my recommendation and read THE TRANSFORMATIVE CEO . . . then pass it forward to as many individuals as you can.