Above all, they deeply involve supervisors in the modernization process by forcing regular and impactful evaluations of individuals and groups. They constantly ask how their high-potential employees work and how managers solve their staffing problems. But action, not questions, is key, especially against artists in the lower neighborhoods. To this end, they ensure that the process achieves better results each year and that it is pushed further in the organization. The CEO is an executive who has overall responsibility for all administrative functions in the company`s activities. Directors General establish policies and procedures, and create and maintain budgets. This is a senior position. The Executive Director coordinates employees and supervises junior management. These managers are also cost errors. They understand the «mechanics of money» of their business: how costs behave when volumes change.

And they don`t let cost percentages get out of control, no matter how «reasonable» the explanation may be. For example, they simply won`t allow overhead costs to go from 12% of revenue to 14%, no matter what. They are constantly looking for ways to improve things at a lower cost. And they don`t settle for vague answers, wishful thinking, or a lack of follow-up when new departments or programs are proposed. All business leaders say they allocate resources to support competitive strategies, maintain the economic health of the company and generate high returns. However, if you analyze how the process works in most companies, you will find excessive support for marginal companies, low-payment projects, and operational necessities. In short, no strategic direction. In large organizations, people who are considered to have general management potential often work in a range of tasks, alternating between different functions, and gradually expanding their expertise and responsibilities over many years. Making tough decisions must start at the top. Otherwise, managers postpone actions, rationalize marginal performance, or confuse hiring one or two externals with a real upgrade. That`s why the best GMs conduct annual staff reviews instead of delegating this task to department heads or department heads. Great coaches focus on the basics – the basic skills and moves that make a team a consistent winner.

The great CEOs do the same. They know that sustainably superior performance cannot be built on one-off improvements such as restructuring, massive cost reductions or reorganizations. Certainly, they will take such far-reaching measures if they find themselves in a situation where it is necessary or desirable. But their priority is to avoid such a situation. And they do this by focusing on the six key tasks that form the basis of every CEO`s work: designing the work environment, setting strategy, allocating resources, developing managers, building the organization, and overseeing operations. For example, when Ned Johnson took over Fidelity Management & Research, he decided that two things were wrong with the mutual fund industry: competition was based on who had the best performance recently, so fund managers lived or died based on the performance of each quarter or year; And customers were constantly switching funds due to poor performance or poor service. To avoid these problems, Johnson envisioned a supermarket with 50 to 60 funds that would offer customers every investment objective and first-class service imaginable. That way, if a particular fund doesn`t have a record year, clients usually blame themselves, not the fund manager. And the firm`s superior service makes it easy for clients to switch to another Fidelity fund. Plus, with so much money, Fidelity always has four or five winners it can boast about.

When David Farrell took over May Department Stores, several «experts» advised him to diversify from the «dying» department store business. But Farrell saw an opportunity in the fact that competitors like Sears diversified into financial services, while others moved into specialty stores. Instead of following the crowd, he focused his business on becoming the leader in merchandising and department store operations in each of his markets. He centralized merchandising concepts, set aggressive pricing, eliminated losing departments, implemented strong local management focused on execution, and took control of costs. As a result, while former major competitors such as Allied, ADG and Federated stumbled, May has become the largest and best-managed publicly traded company in its chosen field. Not in all markets, of course; but overall, it`s the best – far from the dull and medium-sized performer Farrell inherited. That`s why the biggest contribution you can make to immediate results and long-term success is to raise your performance expectations for any manager, not just yourself, unless your company or department already has rigorous standards – and very few do. This means making conscious decisions about what concrete actions represent superior performance; where your business stands today; And if you`re willing to make the tough calls and take the necessary steps to get from here to there. While a general manager is responsible for all aspects of a business, an operations manager is only responsible for operations and production. The responsibilities of a general manager are broader and include human resources, marketing and strategy. The role of an operations manager tends to be more specific and their experience is in a specific niche industry.

A CEO, sometimes simply referred to as GM, has broad and complete overall responsibility for a company or business unit within a larger organization. This role is especially common in large global or multinational organizations where companies are organized according to product lines, customer groups, or regions. The Managing Director typically acts as the senior manager of the unit and is responsible for the strategy, structure, budgets, people, financial results and dashboard metrics. Since every business environment changes over time, the best business leaders constantly ask themselves: What kind of business do we want to run? Are we in the right areas? Do we still have sustainable positions in everyone? How should we transform the business? The result of this process is a series of business concepts that evolve in a coherent direction on a small scale. As trivial as it sounds, at some point, the best GMs learned the value and impact of teamwork. With so much emphasis on financial restructuring, strategy formulation, and technology today, it`s no surprise that many executives are successfully leading projects in their respective functional areas. They learn to push their ideas through a small select group of subordinates and colleagues, but not to lead a diverse team of leaders from different fields. And they learn almost nothing about the problems of implementing their ideas in other functional areas or integrating the efforts of a disparate and often geographically dispersed group of managers.