Developing A CEO Mindset Watt011210

Developing A CEO
Mindset: What Every

Leader Needs to Know™
Regina Barr, MBA, MA
Regina Barr is a former marketing executive and Founder/CEO of Red

Ladder, Inc. and Founder of the Women at the Top™ Network. Regina helps
organizations manage transitions, complete major projects, build strong
teams and develop leadership talent. She is an executive coach,
professional speaker, trainer, writer and media commentator with master’s
degrees in business administration (MBA) and human development (MA).
She has a broad range of leadership experience in product, sales, and
marketing.
Regina serves as a member or board member of several local and national non-profit
organizations. Regina was named one of the Twin Cities 2008 Top Women in Finance by Finance
& Commerce newspaper and the 2009 Financial Women International Partner in Success.
Developing a CEO Mindset
Copyright Notice
This special report is for your use only. Please do not give it away, share or resell this
intellectual property. Thank you.
©2009-2010 Red Ladder, Inc. Women at the Top™ and WATT™ are trademarks of Red
Ladder, Inc. All rights reserved.
No part of this publication may be reproduced, transmitted or recorded by any means

known presently or to be invented in the future without the prior written consent of the
author, except for the inclusion of brief quotations in a review. Requests for permission
and further information should be addressed to Regina Barr at Red Ladder, Inc., 5947
Bryant Lane, Inver Grove Heights, MN 55076 or info@redladder.com.
Disclaimer
While all attempts have been made to verify the accuracy of the information
contained in this publication, the author assumes no responsibility for errors, omissions or
interpretation of the subject matter herein.
Suggestions, information and resources in this report are made in a general nature and
by no means do they imply the exact steps YOU should take in order to improve YOUR
leadership skills. Please use this as a guide for your personal development based on
your personal standards and specific needs.
The author does not guarantee any results you may or may not get as a result of
following the recommendations contained in this special report. Your success depends
on a number of factors including your desire, dedication, background and industry; plus
your level of motivation to work and follow programs and advice.
© 2009 - 2010 Red Ladder, Inc. Women at the Top™ and WATT™ are trademarks of Red Ladder, Inc. All rights reserved.
For more information: www.theWATTnetwork.com; info@redladder.com or 651-453-1007. Page 2
You didn’t become a manager or a business leader to struggle through each day trying
to achieve your professional goals and have a life. You became a manager or business
leader because you have talent, wanted to run the show, take control of your career
and life, and yes, to make more money. Then why do most managers and business
leaders seem to struggle?
Because most of you have not made the leap to thinking and acting like a CEO.
As a result, many of you are wearing yourself out as you continually put out fires, jump
on the next great revenue opportunity, and try to do it all yourself.
In Developing a CEO Mindset, you will find some high-level ideas about how you can
develop and master the ability to both think and act like a CEO. There is only one
person that can successfully change your mindset. You!
Laying the Foundation

“Begin with the end in mind.”
- Stephen R. Covey, Author, Seven Habits of Highly Successful
People
To get started, let’s begin by laying the foundation. To do that, let’s talk about your
legacy. What is a legacy? A legacy is the sum of all of the outcomes resulting from our
behavior that others continue to remember about us. It’s not a strategic plan that can
be nicely quantified and measured. It’s something that gets handed down.
Why are we talking about legacies? Because if you want to develop a CEO mindset
you need to think about what kind of legacy you want to leave. Is it your work
contributions? Something you do for the community? Your impact on your children? As
Stephen Covey notes, you have to “begin with the end in mind.”
Unfortunately, most of us don’t think this way. Why? Because it’s not easy to identify the
mark you want to leave on the world, right?
Let’s talk about the photo above. It depicts the four American presidents carved into
the granite of Mount Rushmore. These men were chosen to commemorate the
founding, growth, preservation and development of the United States. They symbolize
the principles of liberty and freedom on which United States was founded.
Who are they and what is their legacy?

• George Washington (first President of the United States) signifies the struggle for
independence and the birth of the Republic.
• Thomas Jefferson (Declaration of Independence, Bill of Rights) represents the
territorial expansion of the country.
• Abraham Lincoln (16th President of the United States, Gettsyburg Address)
symbolizes the permanent union of the states and equality for all citizens
• Theodore Roosevelt (26th President of the United States, “Speak softly but carry a
big stick.”) represents the 20th century role of the United States in world affairs
and the rights of the common man.
Now, take a moment to think of some of the current or former public or corporate
leaders that have been in the news during the past year: Hillary Clinton, Ben Bernanke,
Oprah Winfrey, former President George W. Bush, current President Barack Obama,
Stanley O'Neal, Edward Liddy, Bernie Madoff, Chesley ‘Sully’ Sullenberger, Warren
Buffet, and so on. Most of us can articulate their leadership legacy so far – the good,
the bad, and the ugly, right?
When do we typically think about our own legacies, if ever? Unfortunately, only after
we experience a life changing or catastrophic event like the birth of child, death of
loved one, sudden illness, world event (9/11) and so forth. However, MOST successful
CEOs don’t leave their legacies to chance.
In the appendix, there is a worksheet you can use to get started. If you haven’t done
this before, a good place to start is simply by asking yourself the question: what do you
want people to say about your impact as a leader 5, 10, 20 or 30 years from now? What
would you like your legacy to be? How successful do you want to be as a leader?
Now if that’s too mind boggling, think shorter term, like what would you like people to
say about you after you complete a major project or deliver outstanding customer
service? I hope you will carve out some time to think about what you’d like your legacy
to be.
Taking Inventory
“The unexamined life is not worth living.”
- Socrates, Greek Philosopher
Every year, most successful CEO’s take inventory and create strategic plans for the
coming year, not only for their organizations but for themselves. As leaders, they know
it’s important to plan for their own development as well as that of their organization,
which involves both reflection and introspection. They take a critical look at both their
assets and liabilities, creating a personal balance sheet or scorecard for themselves.
In his book, Good to Great, Bill Collins indicates that Level 5 Leaders – those that do
whatever is needed to be done to make the company great – also exhibit extreme
personal humility with intense professional will.
As leaders they look outside themselves when something goes well and look at
themselves when something goes wrong. When times are tough – and who hasn’t
experienced tough times – the most successful leaders don’t fall victim to the blame
game. They take a close look at themselves, figure out what they need to do, develop
a plan of action and then work on or influence the solution.
This requires carving out time out for reflection and renewal. Unfortunately, most
business leaders – and that includes many of you – never carve out the time they need
to do this. We rationalize by telling ourselves that we’re just too busy. We’ve always got
something more important to do, right? Hey, I’m right there with you!
Well, do you think Bill Gates is busy? Probably. Did you know that he collects business
books that he wants to read all year long and then carves out 4 weeks a year to read,
think, reflect, and renew? He’s done this for years. Do you think this has been a key to
his success and helped propel Microsoft to the forefront of the industry?
Now, most of us don’t have the luxury of taking off four weeks to do this. I get that.
However, I think we can all carve out some time for reflection and renewal, whether it’s
a few minutes daily, weekly or monthly.
Bottom line? Successful CEOs make the time to take inventory and so should you. Begin
by asking yourself the questions in the appendix. What are you doing on the job today
that supports your vision? Has this produced the outcome that you envisioned for
yourself and your company?
Creating capacity for success

We all have the capacity to be successful CEOs of both our personal and professional
lives. The real question is, how successful do you want to be? For some, your answers
might surprise you.
To that end, successful CEOs have seven key elements in common, and I will discuss
these below.
Number 1) Successful CEOs have clearly identified their core values, their mission and
their vision.
Values…
“Open your arms to change, but don’t let go of your values.”
- Dalai Lama, Spiritual Leader
Your personal values are the foundation for decisions. They are your building blocks and
are the key component in everything that you do. They give you your personal power
and influence.
Most people have between three to eight personal values that they live by. Here are
some questions to ask yourself: Do you know what yours are? Are these the same values
for your company? Do your personal and company values align? Are there any
conflicts or disconnects?
Mission…
“American business needs a lifting purpose greater than the struggle
of materialism.” – Herbert Hoover,
Your mission is your written down reason for being, and you can have a personal
mission, and an organizational mission. Now, most of us are familiar with organizational
missions, right? It’s important to have both. Your personal mission statement should be
no more than one sentence long. Surprised? Well, so should your organizational mission
statements – but that’s another topic.
Your personal mission when combined with your personal values provides the compass
for making your life decisions. Your company mission and company values do the same
for your business. That’s why both are so critical to your personal and professional
success.
Vision…
“See things as you would have them be instead of as they are.”
– Robert Collier, Author
And finally, your vision is the picture of what you hope to achieve. Your vision statement
should paint that picture in as few words as possible. Some well-known examples
include:
“Put a man on the moon.” President John F. Kennedy

“Put a PC on every desk.” Bill Gates, Founder Microsoft
Get the picture? Sorry! I couldn’t help myself.
Why are these three elements so critical for creating capacity for you to succeed? Well,
let’s put it this way. If a ship captain didn’t have a compass, a defined mission, and a
map, how successful do you think he/she would be navigating the world’s oceans? He
wouldn’t be very successful, right? You need to have these critical pieces to navigate
the business world too.
In addition, those clients that I work with who are feeling frustrated in their personal life
and unfulfilled in their work life, often find that it’s because they haven’t done this work
and, when they do, they find a misalignment between their company and personal
values, mission or vision. This often leads to poor or declining revenue and performance,
stress, burnout, and illness. Don’t let this happen to you!
Number 2) Successful CEOs create a personal definition of success.
Successful CEOs define success for themselves. They use their definition as a filter in
conjunction with their core values, mission and vision.
Personal Definition of Success

“It's been said, that success comes before work only in the
dictionary.” - Anonymous
In his bestselling book entitled Winning, author and former GE CEO, Jack Welch wrote
that most of the questions people ask him boil down to this, "What does it take to win?“
One of the lessons that Jack Welch shares in his book is that you must choose your own
personal definition of success, rather than assume you need to follow anyone else’s
path!
Creating a personal definition of success is not a difficult assignment. However, it does

take time and some careful thought. Do you have your own personal definition of
success?
Here’s an example from a workshop I conducted. This individual was a real estate
agent:
$100,000 in the bank
Enough money to retire on
Passive income to see to day-to-day needs
Enough time to enjoy my spouse
Regular visits with my kids and grandchildren
Time to enjoy my friends and colleagues
Good health
Spiritual well being
Periodic vacations in Hawaii, with three US trips per year (preferably in an RV!)
Serious Real Estate buyers and sellers, to keep my mind and body active!
The bottom line is that if you don’t define success for yourself, how will you know when
you have achieved it? Or worse, someone else will define it for you. Don’t let that
happen to you!
Number 3) Successful CEOs have clearly defined, written goals.
Successful CEOs understand that goals are not an end game but rather the means to
the end result. They help create a path to walk on but remember, if they are taking you
down the wrong path, you can modify them.
Defined and Written Goals

“If you don’t know where you are going, you might wind up
someplace else.”
- Yogi Berra, Baseball Legend and Yankees Hall of Famer
Why set goals? There are a number of reasons.
First, goals are important because there is great power that comes from the act of
setting and achieving goals.
Second, studies have shown that individuals who have written goals are not only
happier and more content, but they achieve more wealth than those individuals
without written goals.
And finally, 50% of respondents to a survey on goals indicated that having written goals
was a key driver of their success.
Are you familiar with Lou Holtz? In his book, Do Right With Lou Holtz, coach Holtz
proclaims that he is a firm believer in goals. He credits his rise to head football coach at
the University of Notre Dame to his wife and being goal oriented.
Becoming head coach of Notre Dame was one of 107 lifetime ambitions that Holtz
listed on a piece of paper in 1966. Unemployed at the time, Holtz dreamed of having
dinner at the White House, an appearance on the Tonight Show, jumping out of an
airplane, and other aspirations. He achieved each and every one of his goals over
time. “Don’t be a spectator,” Holtz stated, “don’t let life pass you by.”
Of course your goals should to be SMART goals. You know all this, right? What does
SMART stand for? Specific, Measurable, Achievable, Realistic, and Timely.
ex. I will sign eight new clients in the next 12 weeks.
I know we’ve all had lots of training on the importance of goals. The question I have for
you is, then why don’t we do them?
Number 4) Successful CEOs are competent negotiators.
Successful CEOs may not always get what they want but they certainly know how to
ask. And, they have learned that the more that they ask the more they are likely to get.
Negotiation Competence
“Know when to hold them, know when to fold them, know
when to walk away, know when to run.”
- Lyrics from Kenny Rogers’ song, The Gambler
During interviews with successful leaders, negotiation was cited as the most critical
factor in getting what was wanted both personally and professionally. Successful
leaders understand that negotiation is not only about getting what you want, but
getting what you deserve.
Ask yourself:
What resources do you need to be successful?
What resources do you want to be successful?
If you can’t or won’t negotiate the results and outcomes you want for yourself, then
who will?
Number 5) Successful CEOs embrace risk taking.
Successful CEOs are risk takers, that is, they are calculated risk takers. Not in the sense
that they jump off cliffs although some may indeed do that for fun. Rather they have
learned to evaluate risk in terms of the costs and benefits, as well as the outcome or
reward.
Risk Takers
“You can measure opportunity with the same yardstick that
measures the risk involved. They go together. ”
– Earl Nightingale, Author, Lead the Field
Why is being a risk taker so important? CEOs that are comfortable taking risks typically
experience increased benefits which include:
 Increased autonomy
 Heightened self-esteem
 A more positive outlook toward life
 Increased sense of personal power
 And increased personal growth
So, what’s not to like about all of that, right? Let me give you a real world example of
calculated risk taking.
Has anyone ever heard of a small company called Hewlett Packard? Chances are
good that many of you have a Hewlett Packard printer sitting on your desk back in your
office, right?
Have you ever heard of Charles House? Probably not, but he was the head of
corporate engineering for HP. He took quite a risk back in the late 70’s. He received an
order from co-founder David Packard to stop working on a pet project where he was
developing a high-quality, large screen video monitor. According to a Time magazine
article, he pressed on anyway.
The result? The monitor that he developed has since been used in heart transplant
operations as well as for space travel and many other applications. At the time,
seventeen thousand of the units were sold instead of a projected thirty.
In 1982, Hewlett-Packard gave Charles House a medal for “extraordinary contempt

and defiance beyond the normal call of engineering duty.”
This is an amazing example of taking both initiative and risk to the Nth degree, isn’t it? I’ll
bet some of you are thinking, I could never do that. Maybe not and that’s okay. The
key is to stretch yourself from where you are today and actively embrace risk taking.
Ask yourself, what risks am I currently taking? What risks should I be taking?
Number 6) Successful CEOs engage in continuous learning.
Pat yourself on the back. By reading this report that’s exactly what you are doing right
now.
Continuous Learning
“Education’s purpose is to replace an empty mind with
an open one.”
– Malcolm S. Forbes, Publisher
One successful CEO that I spoke to noted that, “continuous learning is critical if you
want to get ahead in work and in life.” She also indicated that she felt it was very
important to get the credentials in your field.
Does that mean formal education? It might, but for most, it simply means staying
current in your field or maintaining expertise in an area of passion.
What are some of the things that you are currently doing to continue your education or
stay ahead in your field?
They likely include: business books, newspapers, TV news, seminars, distance learning
programs (teleseminars, webinars), certificate programs, college courses, advanced
degrees, conferences, trade meetings, and internal training programs. It might also
include mentoring programs, or other types of on the job work experiences like project
assignments or business development.
Keep in mind that the format your continuing education takes isn’t really important.
What’s important is that you, as Nike would say, just do it!
Number 7) Successful CEOs develop a global mindset and think big.
Successful CEOS are able to take the 30,000 foot view, sift through all the data, set big
goals and ultimately, get the results that they want. In today’s 24/7 technological world,
you know that’s no easy task.
Global mindset …
“To live and do business on a global level, you must have a zest
for the unknown and a high level of tolerance. You must also be
able to live with ambiguity and constant change.”
– June Sandercock
What is a global mindset? It is a set of deeply held internal mental images and
assumptions, which individuals develop through a continuous process of learning from
experience. These mental images and assumptions exist in the subconscious
determining how an individual perceives a specific situation, and his or her reaction to
it. That’s why continuous learning is so critical.
Two slogans come immediately to my mind. How many of you have heard the
corporate mantra ‘think global and act local’ or its opposite ‘think local and act
global’? Many companies use this corporate mantra. The one that I am most familiar
with is Wells Fargo.
A global mindset becomes especially powerful when you combine it with the concept
of thinking big. How many of you have heard the term BHAG? It stands for: Big Hairy
Audacious Goal. By definition, it’s daunting and risky but therein lays its power. As Jim
Collins wrote, that’s where the “adventure, excitement and challenge” comes in.
… and think big!
“A BHAG may be daunting and perhaps risky, but the

adventure, excitement, and challenge of it grabs people in the
gut, gets their juices flowing, and creates immense forward
momentum.”
– Jim Collins, Author, Built to Last
Having a global mindset isn’t enough though. You’ve got to think big too.
At a seminar a few years back, I asked participants to write down one goal they would
like to accomplish and I told them to think big. One executive shared with me that in
addition to running a company that she was also a professional speaker. Her goal? To
replace Oprah Winfrey when she retires. Insane? That’s what the other attendees
thought too. And, that may well be the case but she is currently being considered for
an afternoon TV program. So, maybe not so insane after all?
I hope this makes sense to you. Think about it and ask yourself, what’s my BHAG?
Putting it all together

“80 percent of success is showing up.”
- Woody Allen, Director
As you are working on developing your CEO Mindset, remember that it will take time
and require some reflection on your part.
Woody Allen once said, “80 percent of success is showing up.” Successful CEOs know
that to create a lasting legacy that they can be proud of, it’s the other 20 percent that
is most critical, that is, hard work combined with an intense professional will.
If you do nothing else as a result of reading this today, carve out time to craft a
strategic vision for yourself, write down your goals and remember, think big!!
ARE YOU READY FOR RESULTS?

Is all of this a little overwhelming? It doesn’t need to be. To begin developing your CEO
Mindset, pick one idea to focus on, commit to taking action, and then do it.
The idea I will focus on is: _________________________________________________
The action that I will take immediately is: ______________________________________
Other action steps that will support this idea but may take longer to implement include:
______________________________________________________________________________
______________________________________________________________________________
Dedicate yourself to seeing your action steps through to completion as quickly as

possible. That way you will see some quick success and before you know it, you will
have developed a CEO mindset!
______________________________________________________________________________
If you would like to shorten the learning curve and get faster results, you might benefit
from a group that can 1) provide skills training, 2) hold you accountable, and 3)
motivate you to succeed.
Consider creating your own group with other forward-thinking colleagues or others who
have succeeded in the areas in which you want to grow.
If you are interested in joining a ready-made group where you will receive personal
coaching to motivate you as well as skills training and accountability, check out our
WATT™ individual and group coaching programs.
For more information, visit www.theWATTnetwork.com or contact me directly

info@redladder.com or 651-453-1007.
Best personal wishes for your leadership success.
Regina Barr
Appendix – CEO Mindset Worksheets
Laying the Foundation:
What do you want people to say about your impact as a leader 10, 20 or 30 years
from now?
What would you like your leadership legacy to be?
How successful do you want to be as a leader?
Taking Inventory
What are you doing on the job today that supports your vision?
Has this produced the outcome you envisioned for yourself? For your company?
Creating capacity for success:
Successful leaders:
1. Have clearly identified their core values/ mission/ vision.
My values are: My business values are:
My mission is: My business mission is:
My vision is: My business vision is:
Do these align? Are there any conflicts?
2. Create a personal definition of success.
I will know I am successful when:
3. Have clearly defined, written goals.
Goal 1:
Goal 2:
Goal 3:
4. Develop competency in negotiation.
What resources do I need to be successful?
What do resources do I want to be successful?
5. Embrace risk-taking.
What risks am I currently taking?
What risks should I be taking?
What are the costs/ benefits of taking these risks?
What is holding me back?
What is my plan for overcoming what is holding me back?
6. Engage in continuous learning.
I will engage in continuous learning by doing the following:
1.
2.
3.
4.
5.
7. Create a global mindset and think BIG.
Choose one goal from step 3. Write it here.
Am I thinking globally?
Am I thinking BIG enough? Think BHAG (big hairy audacious goal).

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Developing A CEO

Mindset: What Every

Regina Barr, MBA, MA

Regina Barr is a former marketing executive and Founder/CEO of Red

No part of this publication may be reproduced, transmitted or recorded by any means

Laying the Foundation

Who are they and what is their legacy?

Creating capacity for success

“Put a man on the moon.” President John F. Kennedy

Get the picture? Sorry! I couldn’t help myself.

Number 2) Successful CEOs create a personal definition of success.

Personal Definition of Success

Creating a personal definition of success is not a difficult assignment. However, it does

Number 3) Successful CEOs have clearly defined, written goals.

Defined and Written Goals

Why set goals? There are a number of reasons.

ex. I will sign eight new clients in the next 12 weeks.

Number 4) Successful CEOs are competent negotiators.

Number 5) Successful CEOs embrace risk taking.

In 1982, Hewlett-Packard gave Charles House a medal for “extraordinary contempt

Number 6) Successful CEOs engage in continuous learning.

Number 7) Successful CEOs develop a global mindset and think big.

… and think big!

“A BHAG may be daunting and perhaps risky, but the

Putting it all together

ARE YOU READY FOR RESULTS?

The idea I will focus on is: _________________________________________________

The action that I will take immediately is: ______________________________________

Dedicate yourself to seeing your action steps through to completion as quickly as

For more information, visit www.theWATTnetwork.com or contact me directly

Best personal wishes for your leadership success.

Appendix – CEO Mindset Worksheets

Laying the Foundation:

What would you like your leadership legacy to be?

How successful do you want to be as a leader?

1. Have clearly identified their core values/ mission/ vision.

My values are: My business values are:

My mission is: My business mission is:

My vision is: My business vision is:

Do these align? Are there any conflicts?

2. Create a personal definition of success.

I will know I am successful when:

3. Have clearly defined, written goals.

4. Develop competency in negotiation.

What resources do I need to be successful?

What do resources do I want to be successful?

What risks am I currently taking?

What risks should I be taking?

What are the costs/ benefits of taking these risks?

What is holding me back?

What is my plan for overcoming what is holding me back?

6. Engage in continuous learning.

I will engage in continuous learning by doing the following:

7. Create a global mindset and think BIG.

Choose one goal from step 3. Write it here.

Am I thinking BIG enough? Think BHAG (big hairy audacious goal).

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