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Khorus is the first enterprise leadership platform designed to help CEOs run their companies better. A single system for managing the entire organization.
Once we’d all tuned in via videoconference, our CEO, Joel, departed from the normal routine: Instead of pulling up company goals for review, he announced that we were going to start offering Khorus for free. As Joel explained to the team last week, broadcasting alone from our West Austin conference room, nearly every business is experiencing change in some form, and some are in total upheaval. And, Joel told us, we were going to fulfill our mission even if we didn’t make a ton of money in the process. We’ve learned some things in that time, so we developed two enterprise-level support plans to help you run the most aligned, engaged, and predictable-results organization possible.
The rule states that the best time to make a decision is when you have between 40 and 70 percent of the available information. Pull the trigger before you have 40 percent and you’re probably acting too quickly; wait for more than 70 percent and you’re probably being indecisive. I recommend starting with Chip and Dan Heath’s four villains of decision making, which map well to how most leaders approach decisions. The next time you are staring down a high-risk, difficult decision, remember that “the worst thing you can do is nothing.
security filing—Banga is clear that Mastercard is not just another credit card company; it’s a technology company. the CEO’s job to ensure that a company’s values are applied consistently from top to bottom, across all departments, across all relationships between employees. The company’s top value is “encouraging independent decision-making by employees. That’s because CEO Mason Ayer uses “open-book management,” meaning that the company’s books, including everything but salary data, are open to every employee.
My rule is simple: to be an effective CEO, you need a working knowledge of each of the functions you manage. You may have relied on highly specialized knowledge to give you an edge before you got to the CEO role, but once you’re in it, you need to broaden your scope. This education not only allows you to have informed conversations with people like my recruiter friend, telling them exactly what you need in a new recruit. It also allows you to ask the right questions in job interviews and be a great manager to your current executives, ensuring that their activities support your broader goals and objectives for the organization.