CEO Frustration #3 – Our Business Results Are Not Optimal

Some CEOs and organizations, are simply better than most at producing results. What have they figured out? Likely, they have learned to address four primary frustrations, any one of which is capable of stymieing the effectiveness of the CEO and thus the organization:

  • My executive team is not performing.
  • We lack strategic execution.
  • Our business results are not optimal.
  • Have I Hit the Ceiling as a CEO?

These four issues can drive CEOs absolutely crazy. Why? Because the CEO is the individual most affected by the manifestations of these issues; yet, the CEO is the only person with the vested authority to make the changes required to move the organization beyond each challenge. Accountability lies directly on the desk of the CEO.   If these four frustrations are addressed effectively, CEOs will likely see two positive outcomes: (1) improvement in the results of their organizations, and (2) increased personal satisfaction in their roles.

This article focuses on the third of these four frustrations.


CEOs are constantly seeking to optimize their organizations’ limited resources into the best results. Their job is to identify and eliminate waste and sloppiness. If you’re like most CEOs, you have struggled with:

  • Knowing your organization is not achieving optimal business results.
  • Knowing your organization could perform better financially. 

Knowing Your Organization Is Not Achieving Optimal Business Results

Many organizations simply accept whatever business results they achieve, but some are unwilling to accept average performance. For these companies, “good enough” is not even close. In which category is your organization?   

Like an eight-cylinder engine running on only six cylinders, some organizations chug along firing on less than 100% effort. If this is your company, it’s probably driving you crazy. No matter, how well the organization is performing, you know it could perform better. 

This is actually good news for you and your organization. The refusal to rest on past performance – always looking for and fixing chinks in the organization – is a key quality that separates the best performing organizations from the mediocre ones. Of course, the process doesn’t always unfold smoothly or consistently. Sometimes, you don’t know where to begin assessing and addressing chinks, while other times the answer is clear, but you and the executive team hesitate to act. You may hamper yourselves with questions such as, “Do we have all the information?” or, “Have we done enough analysis?”

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