Ever wonder who you should best evaluate your performance as chief executive?
A sober self-assessment is never easy. But Dr. Dee Soder, who has counseled hundreds of chief executives, as founder of the CEO Perspective Group, offers these steps. The good news: You don’t have to do it alone.
Seek outside counsel.
Cultivate what Soder calls a “personal cabinet,” three to five people who know you, know your business and aren’t afraid to speak up. “It’s a way to stay out of the echo chamber,” she says.
Set aside 30 to 60 minutes each day to write down your thoughts. Sounds ridiculous — who has time for that, right? But it’s a practice long championed by management guru Tom Peters. Journaling gives you time “to listen to that nagging suspicion, the instinct that tells you something’s off,” Soder says.
Hire a superb assistant.
We’re not talking about the fastest typist. You want “somebody with good judgment,” Soder says. “Somebody with a fair amount of experience.” That way, they can also serve as a professional sounding board — and give you honest responses.