A CEO needs to communicate the organisation’s vision and mission, give direction to managers, allocate resources and hold the staff accountable to business priorities.

In performing these essential functions CEO’s everywhere face the same challenges; organising work for productivity and profits, involving economic performance, staff development, and caring.

No matter the company’s size, industry or geography, only the chief executive — who has a 50 000 ft view of the company — can take on the following duties.



 5 Key Responsibilities Of The CEO  

#1. Own The Vision


  • A CEO should determine and communicate the organisation’s strategic direction. Until that’s settled, clear making decisions about anything else does not matter.
  • While staff may help shape the strategic vision, the CEO must be able to describe it in a clear, engaging, compelling and exciting way for all stakeholders.




#2. Provide Resources


  • Business capital and people capital are the two most important resources; only the CEO can perform the task of balancing resources.
  • The CEO must make both available in the appropriate quantities and at the correct time for the company to succeed.


#3. Cast Culture


  • Culture is the personality of the organisation. It is the shared attitude, goals, behaviours and values that characterise the company.
  • It adds up to how things get done at a company, and influences the entirety of the employee experience and the customer experience.
  • The CEO must constantly observe and be involved in order to achieve the desired culture.

#4. Make Good Decisions


  • At one minute the CEO is discussing a new product, the next a human resource issue — and then comes along a legal issue. It’s impossible for anyone to be an expert in all aspects of the business, yet the CEO is the person tasked with making the decisions.
  • Many problems require a solution that will end up affecting multiple departments, and only the CEO is empowered to take such an action.
  • Everyone else can pass the buck from time to time, but the CEO is where the buck stops! He will make the final call when no one else will or can.

#5. Oversee Company’s Performance


  • The CEO is ultimately responsible for the company’s performance. To be successful, he/she must take an active role in driving that performance.
  • This requires maintaining a keen awareness of the company’s industry and market and being in touch with the core business functions to ensure the proper execution of tasks.
  • The CEO also serves as the interface between internal operations and external stakeholders.


Question: Is your organisation or teams performing? If not, focus on the following dimensions:  Vision, Mission and Values, Operational Excellence, Development and Changement Management.

Often we read or hear how others receive new positions, titles or authority, and we refer to them -as a “leaders.”

This conventional view of leadership assumes that leaders are the few people at the top of an organisation. We think that we become leaders when we reach a particular position, pay grade or level of seniority. Nothing could be more debilitating and further from the truth!

Leadership is not an actual position or title. Whether you’re the Founder of a Church, a CEO of a company, a president of a country, your title does not make you a leader.

‘All the effective leaders I have encountered – both those I worked with and those I merely watched – knew four simple things: a leader is someone who has followers; Popularity is not leadership, results are; leaders are highly visible; they set examples; leadership is not rank, privilege, titles or money, it is responsibility.’ – Peter Drucker


While position and authority provide you with the leverage to lead, it does not make you a leader. In fact, you don’t need a title to lead. Every day you can find examples of people with fancy titles that fail to demonstrate leadership. Leadership cannot be awarded, appointed or assigned.


Leadership works much the same as respect. It’s something that’s earned not demanded! A leader from one of the largest church in North America, Bill Hybels says, “I believe that the church (including NGO’s) are the most leadership-intensive enterprise in society.” A lot of businesspeople are usually very startled, by this statement, but Bill is right.

Let me explain,  In most organisations, the person who has position has incredible leverage.

  • In the military, leaders can pull rank.
  • In business, bosses have tremendous leverage in the form of salary.

Most followers are pretty cooperative when their livelihood is at stake.

But in voluntary organisations, such as churches, you don’t have the leverage of a salary or a title, (positional leadership does not work in NGO’s.)

  • The only thing that works is leadership in its purest form –Influence!
  • Followers in voluntary organisations cannot be forced to get on board.
  • If the leader has no influence with his volunteers, then they won’t follow.
  • This a great truth to learn and implement if you are a leader of an organisation, especially a large one.

I recall sharing this principle with leaders of large organisation’s from several sectors in Lusaka, Zambia; I saw light bulbs going on all over the room!

Why?  This is Leadership!

Here is a great piece of advice I can give you:

  • If you are a businessperson and want to find out whether managers are capable of leading, send them out to volunteer their time in the community.
  • If they can get people to follow them while they’re serving at the Red Cross or their local church, then you know that they do have influence—and leadership ability.
  • If not, they are “positional leader,” and positional leadership doesn’t work in volunteer organisations and neither does it work in business.


In his book, “5 Levels of Leadership” John Maxwell, outlines how to be more than the “boss.”  He teaches, how to influence beyond a title, by understanding the five levels of influence.


The 5 Levels of Leadership:   
1. Position -People follow because they have to.

2. Permission -People follow because they want to.

3. Production -People follow because of what you have done for the organisation.

4. People Development -People follow because of what you have done for them personally.

5. Pinnacle – People follow because of who you are and what you represent.   



If you’d like a better understanding on, “5 Levels of Influence” for both you and your team and to increase your leadership culture, I’ll be honoured to help move you and your team up to the next level. As your leadership architect, my training will greatly benefit your organisation.
Click here MEDC4, I show you exactly how to do it, step-by-step!

Notice, the positional leadership is the lowest form of leadership but the most common form. A position is a poor form of influence. People follow a positional leader, because they have to, not because they want to. A danger of seeing leadership as a title, position or authority, is that it leads to dictatorships and fear. ­

Positional Leadership Results in the following Negative Outcomes:

  • Leading from position weakens essential relationships
  • Leading from position reinforces unfavourable political behaviour
  • Leading from position crushes the human spirit
  • Leading from position frustrates creativity and innovation
  • Leading from position erodes trust
  • Leading from position produces mediocre results
  • Leading from position feeds the ego
  • Leading from position destroys empathy for others
  • Leading from position increases employee turnover
  • Leading from position results in complacency


Positional leaders don’t see value in investing the time needed to create a shared vision that inspires others. The “us and them,” attitude, common among positional leaders, has crippled many organisations potential.

“The problem is that while authority can compel action it does little to inspire belief. Only leadership can do that. It’s not enough to get people to do what you want; they have also to want what you want, or any change is bound to be short-lived.” – Greg Satell

Another big impediment of seeing leadership as a position is that it undermines the development of others.

  • When we see, position as leadership, we falsely assume that leadership responsibility resides with the few people at the top of the organisation.
  • When this happens, leadership potential residing in others cannot be nurtured.
  • All flourishing organisations have one culture in common -leadership at every level.
  • One of the ways to increase your influence is to invest in others.
  • People will allow you to lead them because of what you have done for them, but a positional leader does not add value to others.

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”

– Jack Welch

Leadership is not the exercise of control over others.  Leadership is the empowerment of oneself and others towards a shared vision.

Be a Leader of Influence!


Question: Have you identified tendencies of a positional leader in you or in your boss? How will you use this information to inspire change? Leave your comment below, and share this post.


One of the most practical literature on the subject of leadership is Maxwell’s leadership philosophies.

John’s teachings have significantly impacted me along with countless of other throughout the globe. I’m privileged to be trained and certified as a coach and trainer and hold the honour of teaching and training his material, in five countries (I’d be happy to offer you and your team some training, please find details below?).

I’d like to take you on a brief journey on the 21 Laws of Leadership. Stephen Covey has defined it as, ‘The manifesto of his (Maxwell’s) teaching and life.”

These 21 laws, based on Maxwell’s book, “The 21 Irrefutable Laws of Leadership,” John conclusively defines leadership, uniquely augments compelling principles on how anyone can become a leader of influence.

John asserts that the more of the laws you master, the better leader you can become.

Part 1 of 21: The Law of the Lid


The Law of the Lid: Leadership ability determines a person’s level of effectiveness.

~ John C. Maxwell


Basically, this law states, that a leaders ‘ability’ to lead determines his overall effectiveness as a Leader. Think about the function of a lid. Reflect on how it; confines, caps, contains, limits. Every leader has a leadership lid. The lower your ability to lead, the lower the lid on your potential. The higher your ability to lead, the higher the lid on your potential.

Think about the function of a lid of a pot. Reflect on how it; confines, caps, contains, limits. Every leader has a leadership lid. The lower your lid the lower your is your ability to lead.  The higher your lid, the higher is your ability to lead.


Regardless of the potential of the product or service, you offer as a business, ultimately it is the leader who determines the potential impact on the organisation.


  • The greater impact you want to make, the higher your lid needs to be.
  • Personal and organisational potential is capped or uncapped by the capacity of the leadership.

If your leadership lid measures at a 7. You will never have anyone, with a higher lid, at an 8 or 9 follow you. If a leader’s followers have a higher ability to lead than their leader, you create frustration.

If your lid is at a 7, everyone below you will be a 6 or below. Success is always attracted to success.  A level 9 leader will not work for a level 3 organisation.


Your leadership capacity affects your life; it influences the potential leaders around you, but, ultimately impacts the growth, the effectiveness of your organisation.


If you want to move past the ceiling of your current limitations, I’ll be honoured to help move you and your team move up to the next level. As your Leadership Architect, my training will greatly benefit you and your teams. Mail me here:




In 2012, I took my first trip to -beloved Israel. I visited the original temple built by David’s son, Solomon. Our group took an underground tour of the temple. Which allowed us to see the incredibly huge, square slabs that were used to lay the foundation of the temple.

“He erected the pillars in the front of the temple, one to the south and one to the north. The one to the south he named Jakin and the one to the north Boaz.”- Chronicles 3:15-17

Pillars are designed to provide the foundation to a structure. These impressive cylinders, towering from its concrete foundation,  provided the height and strength to connect the roof to the lower foundation.

What’s fascinating is the name of the two pillars that stood in front of the temple: Jakin, which means it establishes. And Boaz means in it is

Jakin, which means, “it establishes.” And Boaz means “in it is strength.”  Jakin was a priest.  Boaz was a business man also known as a “king” in the scriptures. He was extremely wealthy and was also Ruth’s kinsman redeemer whose lineage would be traced all the way to Christ. It is a picture of two people God would use to represent the entrance into God’s presence and the forming of the foundation of Church.

The Bible says we are both kings and priests, but we also have two separate distinct roles to play in his Body.
Kings and Priests are joining together to bring the Presence of God into the area that has been forbidden territory – the marketplace. It is only when this partnership cooperates in unity, mutual respect, and affirmation that we see God’s power released. Kings and Priest, this is God’s unbeatable combination. and through this model,  we can bring the Presence of God back into all spheres of the marketplace,  to transform cities and nations.

After executing goals with efficiency, building congenial relationships with customers both internal and external, a leader must be an innovator.

No matter where you go, you will always encounter problems.  Being a great innovator means that you are a great problem solver. You use your creativity and innovative skills to solve old and new problems.

Most people spent more time and energy going around problems than in trying to solve them. 

-Henry Ford


An innovator challenges and changes the way followers lead, work, treat each other and pursue profits.


Here are 5 Key Principles that will Help You:


 You have achieved much Congratulation! Yet, deep on the inside, maybe you sensing there’s more, more in you, more in your team or more in your business?  I can help you unlock your next level! Visit my page MEDC4, I can help you unlock your potential for your new level!


  1. Don’t go with the flow

Only dead fish go with the flow. Don’t criticise but challenge the conventional wisdom of political, business and social norms. Innovation is the change that will unlock new value.

You may be curious to know why Japanese fishing ships keep a small shark in their fish tanks?  What the fishing companies found was that because they were having to go further and further from Japan to catch tuna, if they froze the fish, consumers didn’t like the taste.  When they put the tuna fish in the tank, they would become sluggish, which apparently, also affected their taste. The shark, however, would keep the tuna darting around the whole return trip to avoid being eaten.  Always seek ways to stay fresh!



  1. Don’t patch up old worn out systems


Whatever works well today will someday wear out. Even my current iPhone 7, will need replacement. And when I do replace it, the new phone will likely be filled with new apps, new features, new ways to learn and communicate, not just patches on top of an old, worn out system.

If you want something new, you have to stop doing something old.

-Peter Drucker

  1. Don’t talk about change unless you have a spine of steel


Moderate change accomplishes nothing of substance. Real change is hard; therefore it is absolutely necessary to be radical.  It more important to do what’s right for the company and customer than pleasing the boss or some other high-level executive who’s not willing to move forward!



  1. Don’t expect to change unless you are willing to risk your comfort-zone


Radical approaches are seldom safe, certain, or predictable. That is why so few embrace them – but we should! You cannot break out of a comfort zone unless you understand; what needs changing, take action and keep it up!



  1. Don’t expect to invent the future by romanticising about the past


A leader of innovation knows that he cannot reach the unknown until he let goes off what’s’ familiar and safe. Although a leader must honour the past, His goal is to invent the future.

The 21st century flows directly from innovation, not optimisation. It is not gained by perfecting the old or the known, but by imperfectly seizing the unknown.

-Kevin Kelly


Remember, only dead  fish “go with the flow.”


Some of the greatest ideas were conceived by creatively challenging the status quo innovatively.


Be an Innovator!  


Question: What’s one area in your life you want to work on today? Leave your comment below, and share this post.