To maximize shareholder value, executives need to focus less on maximizing shareholder value. It’s that paradox that led Dan Adams, founder and president of the AIM Institute to write “Business Builders: How to Become an Admired & Trusted Corporate Leader.” With so much emphasis placed on quarterly earnings reports, leaders lose sight of long-term growth and goals, things that really build the foundation of a healthy and thriving enterprise that’s self-sustainable. To counter this, they – and the boards that hire them – need to rethink their strategies and focus on leaving a stronger company than they inherited.
“When you got that promotion, you were not handed a laurel wreath,” Adams says, “You were handed a trowel.”
PRIMARY FOCUS
The trouble with putting so much attention on quarterly earnings reports is you’re looking back at the previous three months instead of looking ahead to the long term. Developing a new product or service that delivers value to customers – and thus makes for a more valuable company – can take years, and it can cost money upfront. Those are not things that necessarily jibe well with a good quarterly report, but they make a huge difference over time. That’s not to say those quarterly reports don’t matter, but there’s nothing leaders can do to change the past.
“You can’t ignore that, but you have to decide where your primary focus is,” Adams told BOSS.
“You know, if you’re in target practice with a bow and arrow or a rifle or something, you can’t have two different targets, right? You have to pick your main target.”
この記事は The BOSS Magazine の February 2024 版に掲載されています。
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この記事は The BOSS Magazine の February 2024 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、8,500 以上の雑誌や新聞にアクセスしてください。
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