How to Think and Act Like a Chief Executive
Subject area(s): Executive Development, Company Management, Business
Type of resource: Executive development and assistance
Thought leadership = 4. Our rating here is actually just short of a 5. It doesn't quite arrive because Mr. Johnson doesn't provide a breakthrough or a simplification of how a CEO might act or think to be successful. Instead this book is a way above average compilation and organization of what is important to a CEO's success. Think of it as a 101 course that might have been titled Now that you've been named CEO, what next?
Accessibility of the material = 4. Mr. Johnson provides a helpful diagram that underlies CEO logic, and which orients the reader to his material. The flow of the book's material is easy to absorb for both scanning and deliberate reading. An above average index is included.
Mix of theory and practice = 5. The mix the the strongest part of Mr. Johnson's book. The diagram already referred to (p.23) points to the intersection between the CEO's business philosophy and their operating values, thus theory translates to action. Mr. Johnson argues for a carefully constructed philosophy and values set so that there is little separation between them, and thus no inefficiency in one's influence over company culture, decision-making, and strategic direction.
Even the title (think and act) anticipates that the book offers a blend of theory and practice. Mr. Johnson delivers.
Look and feel = 2. There is nothing particularly remarkable about how the book is constructed or its layout. The text seems poured into a design instead of the book's design developed to fit the content. Had it been the latter, one suspects a heavier-handed editing might added to the book's punch.
Engagement of the audience = 3. Experienced and succesful business executives are likely to pass this by, even though it provides an excellent refresher and offers insights they may have not yet discovered. The more narrow audience of those just getting started in a CEO role are the ones most likely to underline pages, make notes and seek out colleagues for continued discussion.