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Become the CEO of You, Inc., 2nd Edition: A Pioneering Executive Shares Her Secrets for Career Success, Revised and Expanded Second Edition

Susan Bulkeley Butler
Copyright Date: 2012
Edition: Revised and Expanded Second Edition
Published by: Purdue University Press
Stable URL: http:/stable/j.ctt6wq2w0
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  • Book Info
    Become the CEO of You, Inc., 2nd Edition
    Book Description:

    How do you turn your dreams into reality? How do you make things happen for you, rather than let things happen to you? “Don’t be humble about who you are and what you are capable of. Stand tall and stand out. Be known. Be recognized as a leader, and most of all, know you are a leader,” is Susan Bulkeley Butler's call to action for her readers to take responsibility for their lives. In this updated second edition of the best-selling Become the CEO of You, Inc., Susan has provided strategies for improving your life and new techniques for advancing your career. The book is focused around her “Make it Happen” model, which is based on three decades of experience working with Fortune 500 companies. The steps include: Develop a clear aspiration for You, Inc.; build your board of directors; develop your plan to make your aspiration happen; and navigate your day-to-day journey. The second edition is completely revised and includes new topics such as: The importance of executive coaching; developing your image in today’s world; taking a long-term view of your life and career; new opportunities for balancing career and family; use of social networking techniques . . . the good, bad and ugly; and preparing for promotion.

    eISBN: 978-1-61249-215-5
    Subjects: Business, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. i-viii)
  2. Table of Contents
    (pp. ix-x)
  3. FOREWORD
    (pp. xi-xiv)

    You are holding in your hands an exceptional book by an exceptional woman. The story of what makes this book exceptional can be told through the story of what makes its author exceptional.

    As the first woman professional at a then–Big 8 accounting firm, Susan Bulkeley Butler learned the vital importance of having a mentor, a coach, and advocates and she credits their support for her having made history as the first woman partner of Accenture. Over the course of more than three decades with this now over $21 billion global management consulting, technology services, and outsourcing company, which...

  4. PREFACE
    (pp. xv-xviii)
    Susan Butler
  5. Part I: Laying the Groundwork
    • 1 YOU ARE THE CEO OF YOU, INC.
      (pp. 3-19)

      If you are holding this book in your hands, you are in search of something. It might be a new strategy for improving your life, new techniques for advancing your career, or just new ways to make everything you already have even better. Whatever your goal may be, the lessons I provide in these pages will help give you the tools to let you turn your dream into reality.

      How do I know? Because they’re the same strategies that propelled me to be a top executive in the CEO suite of one of the world’s largest companies. Additionally, these strategies...

    • 2 CREATE THE VISION FOR YOU, INC.
      (pp. 20-30)

      The first step toward creating a vision for You, Inc. is developing a strategy that helps you crystallize what you reallywantto do, can do, andmustdo to achieve your vision.

      When I was a young girl, my goal was to sell more Girl Scout cookies than anyone else in my troop. Without even knowing what the wordstrategymeant, I intuitively took the time to come up with one. For example, instead of running outside to start knocking on every door I saw, I thought about to whom I might sell (and that the largest families without...

    • 3 BUILD YOUR TEAM
      (pp. 31-48)

      The second step in the Make-It-Happen Model is to marshal the people necessary to help you realize your vision. One of the most important lessons you’ll learn is that you can accomplish very few great things alone. Business—and life—is a team sport, and getting other people on board to help you reach your goal is critical. In fact, it’s especially crucial to involve people from the start who can “see further” than you’re able to, so that you can benefit from their experience and counsel.

      The crucial question is,whichpeople. Will their influence on you be positive,...

    • 4 DEVELOP YOUR PLAN
      (pp. 49-60)

      Through my consulting experience, I’ve learned that having a detailed implementation plan is the most effective way to achieve any significant objective. After all, you would never head out on a road trip without both a destination and a map or a GPS to guide you along the way. Your destination is your vision for You, Inc., and your implementation plan maps out your journey.

      Prioritization is the basis for strategizing and planning. No one has unlimited time and resources. Therefore, the question is, how are you going to make the most out of yours? Even the wealthiest person on...

  6. Part II: Navigating the Journey
    • 5 THE PROCESS OF NAVIGATING
      (pp. 63-69)

      In addition to developing a vision for You, Inc., a plan, and a supportive board of directors, you are also responsible as CEO for navigating the daily journey of You, Inc. This will involve conducting the day-to-day operations of You, Inc., as well as the continual evaluation of your performance to see if you are on the right track.

      Navigating your journey will require an array of marketing, communication, financial, and interpersonal skills that will help you achieve your goals. Just like any other project you have tackled, you have work to do and deadlines to meet in order to...

    • 6 THE MARKETABILITY OF YOU, INC.
      (pp. 70-90)

      A key decision every CEO must make is to decide how to best present the company to the marketplace. What product does it offer? Why would people want that product? What would they want to pay for that product? How is it packaged? To further enhance the reputation of You, Inc., it is absolutely essential that you think of yourself in these terms. After all, the world is a competitive place. What is it about You, Inc. that is unique or valuable? What are your skills and capabilities? Why should your customer (your company or client) recruit or retain you...

    • 7 TIME: USE IT OR LOSE IT
      (pp. 91-102)

      Once You, Inc. is beautifully packaged and its product is focused and prepared, you will be ready for the day-to-day tasks of achieving your goal. If the operational aspects of You, Inc. are managed efficiently, your climb to the top will be swift and steady. What’s more, your life will achieve balance.

      The key to running You, Inc. will be managing your resources. Resources—whether time, people, or capital—are scarce assets, so you’ll want to make the most of those at your disposal. Careful planning of how you utilize them is essential.

      As CEO, an important part of running...

    • 8 YOU ARE THE CONNECTIONS YOU WEAVE
      (pp. 103-115)

      As you continue to navigate your journey, you’ll find nothing as complex as managing your interactions with the people with whom you come into contact. That said, these people at your office, gym, church, conferences, on Facebook or Linked In—are essential resources to help you achieve your goal.

      Using people as a resource is not as cold and heartless as it sounds. Each interaction we have is a mutual sharing of interest or information that can potentially help either party. Interaction is not just a one-way street. Connecting to people with grace and generosity is the surest way to...

    • 9 MONEY MATTERS
      (pp. 116-125)

      Part of any CEO’s job is to face the numbers, and as CEO of You, Inc., you must take charge of your financial well-being. You must have a vision of how you want your financial life to proceed, a team to help you put it in place, and a plan to help you get there.

      The first question you should ask yourself when planning your financial future may seem obvious, but is actually quite profound:how important is money to you?At a glance, most people would agree that money is greatly important. The more one has, the better! After...

    • 10 SHARE THE WEALTH
      (pp. 126-132)

      It’s important to help others—to give forward—to help them achieve success. None of us got to where we are alone, and we create the future by creating the next generation of leaders with our support. Women in particular have a responsibility to help other women who are coming up behind us. We should open the doors, or drop the ladders, to bring them along. It is for this reason that I created the Susan Bulkeley Butler Institute—an organization whose sole purpose is to impact “zillions” of women and girls and help them to be all they can...

    • 11 THE LEGACY OF YOU, INC.
      (pp. 133-137)

      Congratulations! You, Inc. is on its way to becoming a great success now that you are at the helm. As CEO, you have created your vision, built your team, developed your plan, and begun navigating your journey. You are making things happenforyou rather than letting things happentoyou.

      By this point, you understand how the Make-It-Happen (MIH) Model makes managing change . . . well, manageable. Whether your goal is to become the first director who happens to be a woman or just to get to the gym, the MIH Model will expedite your achievement. The key...

  7. EPILOGUE
    (pp. 138-139)

    An article that I read inspired me to include this epilogue. In “Some Parting Advice,” authored by Paul O’Donnell, he discusses the phenomenon of the ethical will. Briefly, an ethical will is a spiritual document that some people write to their loved ones to pass on history, certain values, pieces of knowledge, and stories. It usually contains information that may not have been expressed during an individual’s lifetime, but nevertheless is an important legacy to leave behind for the next generation.

    I love the idea of the ethical will and hope that, in a similar vein, my parting counsel will...

  8. ACKNOWLEDGMENTS
    (pp. 140-141)
  9. INDEX
    (pp. 142-152)
  10. ABOUT THE AUTHOR
    (pp. 153-153)
  11. Back Matter
    (pp. 154-154)