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| Be All That You Can Be; interesting report | |
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| Tweet Topic Started: Aug 2 2006, 06:20 AM (135 Views) | |
| big al | Aug 2 2006, 06:20 AM Post #1 |
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Bull-Carp
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Ex-Military CEOs Shine They're better able to translate vision into results, study suggests. Tuesday, August 01, 2006 By Traci Purdum Military experience parlays into better business performance, according to a recent study by Korn/Ferry International, a Los Angeles-based executive search firm. The study, "Military Experience & CEOs: Is There a Link?" found that firms led by CEOs with a military background outperformed the S&P 500 Index by as much as 20%. Another interesting finding is that CEOs with military experience tend to last longer on the job. Civilian CEOs had an average tenure of 4.6 years, while CEOs with military experience had an average tenure of 7.2 years. In terms of shareholder return, 59 companies on the S&P 500 headed by CEOs with military experience provided an average annual return of 21.3% over a three-year period, compared with only an 11% return from the S&P 500 Index. "There are clearly certain traits [ex-military] CEOs possess that drive their approaches to leadership, communication and, perhaps most importantly, the ability to translate company vision into tangible results," says Joe Griesedieck, vice chairman of Korn/Ferry. The study, which was published in cooperation with Economic Intelligence Unit, the business information arm of The Economist Group, publisher of The Economist, was conducted using publicly available information on the CEOs of all S&P 500 companies. In-depth interviews also were performed to find out details of military service. ******************************************************************** I wonder if similar factors were part of the USA's dominance of the world economy in the '50s? There sure were a lot of ex-GIs in the work force then. There were also a lot of ex-GIs that got further education under the GI Bill and went on to be engineers, managers, and executives. I worked with many of them and was almost always impressed with both what they had done and what they continued to do. That "can-do, no job is too hard" attitude tends to be contagious. I used to see a slogan around that came out of WWII. "With willing hearts and skillful hands, the difficult we do at once; the impossible takes a bit longer." [ATTRIBUTION: Author unknown. Inscription on the memorial to the Seabees (U.S. Naval Construction Batallions), between Memorial Bridge and Arlington Cemetery.] Big Al |
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Location: Western PA "jesu, der simcha fun der man's farlangen." -bachophile | |
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| Rick Zimmer | Aug 2 2006, 07:17 AM Post #2 |
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Fulla-Carp
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This is very interesting and makes a lot of sense. Men and women who reach managerial positions in the military understand how to set focused goals and then delegate decision making within the parameters of that shared goal, how to handle tension among top decision makers and gain consensus, how to play the poolitics that is necessary without losing sight of the mission and a host of other managerial skills. Is there more to this that you have, Al? I would be specifically interested in what traits they found:
(Why do I see a whole host of hucksters now sweeping the corporate world with new management training programs like "Executive Boot Camp"! And, of course, this is fodder for lots and lots of Dilbert cartoons! )
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| [size=4]Violence is incompatible with the nature of God and the nature of the soul -- Benedict XVI[/size] | |
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| John D'Oh | Aug 2 2006, 07:19 AM Post #3 |
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MAMIL
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I believe my VP is ex-military. Rumour has it he fled Berlin in 1945. |
| What do you mean "we", have you got a mouse in your pocket? | |
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| George K | Aug 2 2006, 10:20 AM Post #4 |
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Finally
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A guide to GKSR: Click "Now look here, you Baltic gas passer... " - Mik, 6/14/08 Nothing is as effective as homeopathy. I'd rather listen to an hour of Abba than an hour of The Beatles. - Klaus, 4/29/18 | |
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