Author Salvatore Fazzolari knows firsthand what it takes to be the chairman, president, and CEO of a large multinational corporation-as well as why it's not a position suited to everyone. In CEO Lifelines, he shares nine principles to help people become more productive, capable, engaged, and effective leaders. Building on almost forty years of experience at all levels of leadership, Fazzolari outlines nine key leadership practices that underpin strong, decisive leadership and build enduring, high-performance organizations. Through three segments focusing on personal, enterprise, and luck, he discusses three practices needed for sustained leadership; the six practices of a healthy enterprise; and the serendipity of chance-both good and bad. A practical guide and workbook that includes related tools for building careers and organizations, CEO Lifelines provides useful advice from Fazzolari's own experiences as CEO of a major corporation. It offers an examination of principles essential for building a successful career and an enduring enterprise-a blueprint for excellence.

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CEO LIFELINES

Nine Commitments Every Leader Must Make

By Salvatore D. Fazzolari

iUniverse

Preface, ix, 
Acknowledgments, xiii, 
Introduction, xv, 
Part 1: The Three Practices for Sustained Leadership, 
Chapter 1 Precocious Characteristics, 3, 
Chapter 2 Indispensable Experiences, 23, 
Chapter 3 Proactive Actions, 39, 
Part 2: The Six Practices of a Healthy Enterprise, 
Chapter 4 Business Model, 65, 
Chapter 5 Learning Entity, 77, 
Chapter 6 Exceptional Capabilities, 109, 
Chapter 7 People Excellence, 131, 
Chapter 8 Distinctive Culture, 145, 
Chapter 9 Core Philosophy, 157, 
Part 3: The Serendipity of Chance, Good and Bad, 
Chapter 10 Luck—The Wild Card of a CEO's Success, 169, 
Chapter 11 Summary and Action Tools, 181, 
Final Remarks, 207, 
Appendix 1: Climb the Summit—Harsco's Journey, 209, 
Appendix 2: The Power of Luck—My Journey, 221, 
Notes, 227, 
About the Author, 235, 
Index, 237,

CHAPTER 1

Precocious Characteristics

We should take care not to make the intellect our god. It has, of course, powerful muscles, but no personality. —Albert Einstein

Imagine being a climb leader en route to the summit. The safety of your party is dependent on you making many right decisions along the way, relying on what I call your precocious characteristics. So what are those special qualities that a leader must possess to be successful? According to Mountaineering: The Freedom of the Hills, edited by Ronald C. Eng, they include:

judgment, common sense, mountain sense, navigation, teaching, coaching, training, anticipation, guardian (team and environment), survival, planning, building (team), learning, initiator and arbitrator.

It's no different in the business world. In order to successfully lead their respective teams on the ascent to the summit, both mountaineers and business leaders must possess vital precocious characteristics. As we will explore in this chapter, the same characteristics that make an elite mountaineer can also be found in a great business leader. The parallels are striking, but business leaders need a more expansive skill set due to the immense requirements of the job.

A New Breed of Business Leader

Business leaders today are confronted with tremendous challenges. In addition to global turbulence and an extremely competitive landscape, CEOs and other leaders face a highly burdensome regulatory environment, increasingly independent boards, and ever more vocal shareholders. With growing volatility and uncertainty, particularly as the pace of globalization and technological change accelerates, attracting and retaining exceptional talent is more important than ever.

Clearly, a new breed of professional leader is required for the reset global economy. This chapter outlines thirty precocious characteristics thatbusinessleadersneedtopossessandprovidesspecificargumentsabout why each is important. Many of these characteristics are innate, while others can be developed with the right character-building experiences, ongoing training, and a focused commitment to build them. All leaders are defined by the strength, depth, and quality of these characteristics. Moreover, it is these characteristics that ultimately determine the success of a leader and the organization he or she leads. Here's the list:

1. Integrity

2. Instincts

3. Perspective

4. Discipline

5. Wisdom

6. Willingness to apologize

7. Loyalty

8. Navigational skills

9. Optimism and passion

10. Good execution

11. Humility

12. Communication skills

13. Ability to be proactive

14. Transparency

15. Inquisitiveness

16. Truthfulness

17. Courage

18. Cost mind-set

19. Ability to build an enduring enterprise

20. Generative thinking

21. Continuous self-improvement

22. Equanimity

23. Negotiating skills

24. Gratefulness

25. Giving nature

26. Team-building talents

27. Accountability

28. Perseverance

29. Survival instincts

30. Learning, teaching, and coaching ability

Let's look at each of these in more detail.

1. Integrity

Leaders must possess uncompromising integrity. It is a characteristic that is the backbone of an ethical culture. Integrity does not need much definition because ethical and unethical behavior is usually easy to recognize, but for the record, integrity means a leader

>> does the right things, for the right reasons, in the right way;

>> fully complies not only with the letter of the law but with the spirit of the law;

>> follows all regulations and policies and codes of conduct;

>> conducts business honestly and ethically; and

>> respects and maintains confidentiality.

Integrity above all defines a leader and must be manifested in his or her every action. Extraordinary leaders and organizations are always built on a foundation of uncompromising integrity and ethical business practices.

2. Instincts

All exceptional leaders possess a natural ability to use their instincts or intuition. The author Agatha Christie captured the essence of instinct extremely well when she said, "Instinct is a marvelous thing. It can neither be explained nor ignored." A powerful example of this leadership trait is Apple's Steve Jobs, who built a world-changing organization pretty much on the strength of his extraordinary instinct and intuition.

3. Perspective

Perspective can only be developed through vital experiences, a lifetime of learning, and the development of the precocious characteristics outlined in this chapter. Without these critical background elements, it is difficult to develop a sound perspective. In fact, boards of directors exist because these individuals have developed invaluable perspective over many decades of experience.

John Sununu, former governor of New Hampshire, had this to say about the topic: "Perspective gives us the ability to accurately contrast the large with the small, the important with the less important. Without it we are lost in a world where all ideas, news, and information look the same. We cannot differentiate, we cannot prioritize, and we cannot make good choices."

Innovative leader Steve Jobs characterized perspective at Apple in this way: "A lot of people in our industry haven't had very diverse experiences. So they don't have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader one's understanding is of the human experience, the better design we will have."

Never shortchange or underestimate the importance of perspective. Lack of it is almost always a serious error for a leader.

4. Discipline

Extraordinary leaders are disciplined and consistent in what they think, do, and say, and they are not easily distracted from their focus. They adhere to a code of conduct that includes commitment to continuous self-improvement and a strong work ethic. Disciplined leaders pay attention to the most-important mission-critical matters, such as customers, employees, their leadership team, assessing risk, setting strategy, and establishing the tone for the organization. Clara Barton, the founder of the American Red Cross, captured the substance of discipline when...

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