>"...when you don’t actually know what you are doing..."
This is where CEO's psychology starts melting down.
Uncertainty leads to fear and fear leads to panic. It's like driving a car blindly. What a CEO needs is a light which points to a right direction, whether this direction is really right or wrong is another topic.)
This is just my own view. All uncertainties can be grouped into two categories: Vision and Culture.
Vision is like a guiding system, it tells your customers (consumer, employee, and investor) where your company is going. Culture is like an internal machine which take your company to where you want to go. When these two things are defined and guidelines are created, uncertainties become clear. It's because now you have two groups of high-level guidelines to tell whether you should handle an uncertainty seriously or not.
However, even your company have a good vision and great culture, you will still feel uncomfortable. It's the feel like driving at 200 MPH when you are used to drive at 70 MPH. Experiences can certainly help to ease this feeling when you gradually increase driving speed.
The other way is to build a data-driven company from beginning. This is like flying a jet plane which you do not visual see what's going on outside, but rather you see if you are doing well through dashboard panels. But at least a CEO must learn and know what information is important in order to have a meaningful dashboard. This is getting too long. Any feedback on my opinion is welcome.
Uncertainty leads to fear and fear leads to panic. It's like driving a car blindly. What a CEO needs is a light which points to a right direction, whether this direction is really right or wrong is another topic.)
This is just my own view. All uncertainties can be grouped into two categories: Vision and Culture.
Vision is like a guiding system, it tells your customers (consumer, employee, and investor) where your company is going. Culture is like an internal machine which take your company to where you want to go. When these two things are defined and guidelines are created, uncertainties become clear. It's because now you have two groups of high-level guidelines to tell whether you should handle an uncertainty seriously or not.
However, even your company have a good vision and great culture, you will still feel uncomfortable. It's the feel like driving at 200 MPH when you are used to drive at 70 MPH. Experiences can certainly help to ease this feeling when you gradually increase driving speed.
The other way is to build a data-driven company from beginning. This is like flying a jet plane which you do not visual see what's going on outside, but rather you see if you are doing well through dashboard panels. But at least a CEO must learn and know what information is important in order to have a meaningful dashboard. This is getting too long. Any feedback on my opinion is welcome.