CEO Reveals What Really Matters for Success
Jim Kilts is one of the most successful CEOs in America. After having revived Nabisco, Kilts was persuaded by Warren Buffett to take the reigns of the shaving company Gillette, where he was responsible for its turn-around. In his book, Doing What Matters: How to Get Results That Make a Difference, Kilts takes an old-fashioned approach to success that resonates with successful CEOs and managers at all levels.
Here is how Buffett describes Kilts and his book:
"Jim Kilts transformed Gillette. Before his arrival, the company was a study in self-deception. Great brands were being mishandled, operational and financial discipline was non-existent and fanciful promises to investors were standard practice. In record time, Jim excised these business pathogens. I've learned much from Jim. So, too, will readers of this book."
Although the focus of the book is on business, the success concepts described by Kilts can be applied to just about any facet of life. Here are the key principles of success taught in the book that you should apply to your own success journey:
1. Growth. It's healthy to have a "continuous dissatisfaction with the status quo"
2. Relationships. Don't underestimate the value of mentors.
3. Loyalty. Treat colleagues with respect, and you will gain credibility and trust.
4. Small moments. Small actions on your part stay with subordinates and with people you deal with in general.
5. Timely decisions. Don't delay action when a team member doesn't fit. In other words, it’s they ones you don’t fire that will keep you awake at night.
6. Do what you enjoy. The more you like your work, the more you'll excel.
7. Life's early lessons. Do the right thing, always.
8. The right team. Find good colleagues and keep them around you.
9. Confront reality. Sometimes the best manager can't fix a situation, but the worst thing you can do is go into denial.
If you take the advice above to heart and do the few things that really matter, you will likely achieve the success you are looking for.














