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1) Demonstrating physical energy and enthusiasm
2) Implementing radical change
The CEO’s greatest influence shifts from direct to indirect means—articulating and communicating a clear, easily understood strategy; institutionalizing rigorous structures and processes to guide, inform, and reward; and setting values and tone. Equally important is selecting and managing the right senior management team to share the burden of running the company.
Giving a direct order (and especially undoing someone’s work) is rarely the best way to do this, however. Instead, a CEO should look for ways to include senior managers and to promote agreement about decision-making criteria. At an off-site meeting, for example, the CEO can reveal his priorities and concerns by setting the agenda while giving his team a chance to participate and buy in. A new CEO must be willing to share power and trust others to make important decisions. The most powerful CEO is the one who expands the power of those around him.
Unbiased information is available from external channels—for instance, through contact with customers, conversations with other CEOs, and affiliations with industry association.
CEOs must strive for consistency in their messages. A simple, clear message, repeated often and illustrated with memorable stories, is the best way for a new CEO to master the communication challenges of the job.
By actively investing in director knowledge and relationships—through one-on-one contacts, e-mail updates of corporate progress, and distribution of background material.
CEO with the courage to develop and articulate a sound strategy, even if it is currently unpopular on Wall Street, will eventually attract the right shareholders—those who buy and hold the stock because they believe in the big-picture strategy.
CEOs need and want some relaxation too.
To become a great master at reviving a failing organization you need to do the following:
1. Find out where the real problem lies; fixing something that is not broke will not solve the problem.
2. Convince the existing employees to become problem solvers, disciplined at self-initiation, and prepare them to execute the new plan.
3. Increase the morale of the employees, give them confidence and motivation and this will lead to better synergy and customer service
Firstly should be owner trust him and give him full chance to take his action and he decide the best for co.
second like mr. duncan siad in his answer
Aligning organization interest with employee interest, methodology depends upon organizational environment and geopolitical scenario in which organization exist.
In the beginning you review and analyze the causes of the collapse - analysis of the company's position - and know the reasons for this collapse accurately, whether it is internal or external, or both, to work to stop expenses and running costs without revenues, restatement of financial, administrative and functional restructuring, search for sources of financing activities
By inspiring a "new soul" into the dying body and injecting some fast and "long-lasting nutrition solution" into the veins of the organization if you know what I mean in terms of organizational development and corporate overall health-check indicators!
First you have to know the root cause of the collapse
Redefine the strategies and goals
Restructure the organization hierarchy
Make a SWOT analysis
Unless the root cause is know it is very difficult to answer the question, you have to give a thought on. Is the product wrong, segmentation wrong, Channels are wrongly implemented, target market is not properly targeted, people in the organization are not motivated. Promotional activities are not properly implemented. PLC of the product is to be studied properly.
The development of appropriate policies and plans to address the problems
To motivate staff
And makes them willing to sacrifice for the company
Help of those who have experience and benefit from previous experiences in achieving success after failure experience
Agree on experts answers. Thanks for your invitation.
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