What is the common misconception about CEOs?

The common misconception about CEOs is that they are born, not made—a bold and brilliant strategist with a flawless resumé and business superpowers. However, the reality is very different: CEOs come from a range of backgrounds and experiences. Becoming a CEO isn't about background or good fortune, it's about performance and the kinds of behaviors that can be learned.

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The CEO Next Door

There are four behaviors associated with success as a CEO: making decisions with speed and conviction; engaging with others in a way that drives resul...

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Most people assume that CEOs are born, not made—a bold and brilliant strategist with a flawless resumé and business superpowers. The reality is very different: CEOs come from a range of backgrounds and experiences. To gain insights into today's CEOs the authors analyzed data from the leadership-advisory firm ghSMART and made a number of surprising discoveries. The most important: becoming a CEO isn't about background or good fortune, it's about performance and the kinds of behaviors that can be learned.

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Strong work ethics refer to a set of values, principles, and behavioral standards that an individual or organization adheres to in their work environment. This includes behaviors such as respect for others, honesty, pursuit of quality, commitment to duties, ability in teamwork, and attention to professional ethics. Strong work ethics can lead to increased trust, improved work relationships, and increased efficiency.

Some behaviors that can be learned to become a CEO include strategic thinking, effective communication, decision-making, leadership, and adaptability. It's also important to learn how to manage and motivate a team, understand financials, and have a strong work ethic.

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