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Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time Information
| Book Name: | Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time |
| Author: | Jim Schleckser |
| Pages | 90 |
| Language: | English |
| File Type: | PDF/ePub (Downloadable) |
| PDF Size: | 643 KB |
| ePub Size | 290 |
| Also Read | The Psychology of Money (ePUB/PDF) By Morgan Housel |
How do the most effective CEOs accomplish more in less time? How do they balance work and leisure activities, such as visiting with loved ones and attending events that interest them?
There is a key to time management that only great and lazy CEOs know. Instead of dabbling in a wide variety of activities, successful business leaders focus their efforts on removing the primary obstacle to expansion. They invest considerable time into identifying the source of this limitation. Finding the source of the problem is like untangling a garden hose that has become kinked. Finding the source of the problem is more important than trying to untangle the hose.
They correct the kink in the hose by acting as one of five archetypal leaders—the Learner, Architect, Coach, Engineer, or Player—depending on the nature of the limitation. These are all high-impact positions that have a lasting positive effect on the company. This isn’t just conjecture, either; it’s been gleaned from experience working with thousands of CEOs at fast-growing businesses. Working just at the point of constraint and avoiding any activity that does not directly boost organisational capacity is the key to enormous laziness. CEOs who are lazy have a suite of tools at their disposal to help them avoid doing things that don’t add value.
I’ve assigned a slacker to complete the work. Because a slacker will always look for a shortcut. This is what Bill Gates said.
Do you really want to keep plugging away? Or do you prefer to be lazy and busy at the same time?
About The Author Jim Schleckser
Jim Schleckser is an expert at assisting fast-growing companies in expanding their operations, workforce, and infrastructure. Jim and his group provide advice to hundreds of CEOs of fast-growing firms around the country. He is the CEO of Lazy Inc. and in his spare time he plays football, does Cross Fit, reads voraciously and enjoys the great outdoors. He currently calls Potomac, Maryland, home.
Great Ceos Are Lazy Book Summary
Author claims that effective CEOs know how to make the most of their time by concentrating on the most pressing issues, such as fixing the bottleneck that is preventing the company from expanding further (like unclogging a kink in a garden hose). The word “lazy” is included in the title since it is the lazy individual who achieves the greatest results with the least effort. They invest considerable time into identifying the source of this limitation.
They take on one of five roles—the Learner, Architect, Coach, Engineer, or Player—that, taken together, represent the paradigm of effective leadership, depending on the nature of the constraint at hand. All of these positions have a large impact and can change the company for the better. In place of a theoretical construct, this information is based on the actual experiences of thousands of organisations and their chief executive officers. Working solely at the point of constraint and avoiding any activity that doesn’t directly boost organisational capacity is the key to great laziness, as the saying goes.
Each of the aforementioned functions receives an entire chapter, with advice and resources useful to any leader or aspiring chief executive officer.
I’ve assigned a slacker to complete the work. Because a slacker will always look for a shortcut. This is what Bill Gates said.