Constantine Alexandrakis

The surprises were the number of surprises that there were. And it wasn't really surprises so much about the organization, but it was surprises about the job, which is especially surprising when you've been a consultant to CEOs and boards about CEO topics for many years. But one of the CEOs quoted in Ty's book says it perfectly. I think...

The surprises were the number of surprises that there were. And it wasn't really surprises so much about the organization, but it was surprises about the job, which is especially surprising when you've been a consultant to CEOs and boards about CEO topics for many years. But one of the CEOs quoted in Ty's book says it perfectly. I think...

The surprises were the number of surprises that there were. And it wasn't really surprises so much about the organization, but it was surprises about the job, which is especially surprising when you've been a consultant to CEOs and boards about CEO topics for many years. But one of the CEOs quoted in Ty's book says it perfectly. I think...

many of us, and I've heard this from other CEOs, I'll mention that in a second, but many of us thought of the CEO role as a bigger job than our previous role. But the reality is that it's not a bigger job. It's a completely different job. The way you think about things, the way you get things done, the things that you get done, those are all very different.

many of us, and I've heard this from other CEOs, I'll mention that in a second, but many of us thought of the CEO role as a bigger job than our previous role. But the reality is that it's not a bigger job. It's a completely different job. The way you think about things, the way you get things done, the things that you get done, those are all very different.

many of us, and I've heard this from other CEOs, I'll mention that in a second, but many of us thought of the CEO role as a bigger job than our previous role. But the reality is that it's not a bigger job. It's a completely different job. The way you think about things, the way you get things done, the things that you get done, those are all very different.

And perhaps naively, that was a surprise for me. But it's also something I've heard from many, many other CEOs across industries who came into the role from not having been a CEO before. So that was a big surprise. And that led to many other surprises in terms of the types of things I chose to spend my time on, how I did that, the ways of getting things done.

And perhaps naively, that was a surprise for me. But it's also something I've heard from many, many other CEOs across industries who came into the role from not having been a CEO before. So that was a big surprise. And that led to many other surprises in terms of the types of things I chose to spend my time on, how I did that, the ways of getting things done.

And perhaps naively, that was a surprise for me. But it's also something I've heard from many, many other CEOs across industries who came into the role from not having been a CEO before. So that was a big surprise. And that led to many other surprises in terms of the types of things I chose to spend my time on, how I did that, the ways of getting things done.

We also had the benefit of being a brand new leadership team, but also there were difficulties with that in that many of those people hadn't led before at that level. So we were all sort of learning on the job.

We also had the benefit of being a brand new leadership team, but also there were difficulties with that in that many of those people hadn't led before at that level. So we were all sort of learning on the job.

We also had the benefit of being a brand new leadership team, but also there were difficulties with that in that many of those people hadn't led before at that level. So we were all sort of learning on the job.

Well, I think the biggest thing was, and there's quite a bit of literature about this, but I think it's mostly false, which is that there's a lot of thinking out there that says that the most successful CEOs are the ones that drive execution of the strategy. And I think the concept may be accurate, but those CEOs aren't really driving execution.

Well, I think the biggest thing was, and there's quite a bit of literature about this, but I think it's mostly false, which is that there's a lot of thinking out there that says that the most successful CEOs are the ones that drive execution of the strategy. And I think the concept may be accurate, but those CEOs aren't really driving execution.

Well, I think the biggest thing was, and there's quite a bit of literature about this, but I think it's mostly false, which is that there's a lot of thinking out there that says that the most successful CEOs are the ones that drive execution of the strategy. And I think the concept may be accurate, but those CEOs aren't really driving execution.

What I've learned is that those CEOs are sort of inspiring others to drive execution or to inspire others to drive execution. That was a big learning for me. And I think it's especially hard for, and I've heard this from CEOs who came through operational roles into the CEO role.

What I've learned is that those CEOs are sort of inspiring others to drive execution or to inspire others to drive execution. That was a big learning for me. And I think it's especially hard for, and I've heard this from CEOs who came through operational roles into the CEO role.

What I've learned is that those CEOs are sort of inspiring others to drive execution or to inspire others to drive execution. That was a big learning for me. And I think it's especially hard for, and I've heard this from CEOs who came through operational roles into the CEO role.

or similar capabilities, you have to completely shift your thinking, your communication toolkits, and the way you interact with your leadership team to enact that.

or similar capabilities, you have to completely shift your thinking, your communication toolkits, and the way you interact with your leadership team to enact that.