Who is more important to you: your CEO or your boss ?

Just ask yourself 1 question:
Whose name do your kids know? The name of your boss or the name of the CEO ?
There is your answer.

About your kids and your company:
This is a perfect litmus test. Your children probably do not know the name of the CEO of your company. But they probably know your boss's name. When current (2008) General Electric CEO Jeff Immelt grew up, his father worked on the line at GE. Immelt says he never knew the name of the CEO of GE, but he always knew who his father worked for. Today Immelt reminds his first line supervisors and middle managers that they are the company for the people who work for them.

(Picture: CEO General Electric, Jeff Immelt)
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Or ask yourself the following questions:
- Who has more impact on your workday ? Your boss or the CEO ?
- Who parcels out the rewards ? Your boss or the CEO ?
- Who gives you your annual performance appraisal ? Your boss or the CEO ?
- Who helps you succeed ? Your boss or the CEO ?
- Who helps you achieve your personal goals ? Your boss or the CEO ?
- Who makes a direct difference to the bottom line ? Your boss or the CEO ?

- Who's got the biggest impact on profits and revenue ? Your boss or the CEO ?
At first sight most people might think it is the CEO. But when you think this through, it becomes clear that before making profits you need to establish revenue, and revenue is coming from ...your customers. And who makes a difference to your customers ? The hundreds or thousands of employees going out every day selling and delivering services that make a difference to these customers. It is as simple as that. The C-suite of a multinational is most of the time responsible for laying out a strategy, molded by fashionable management theories from 'hot' highly paid management gurus, always printed in full color on glossy paper. However I know multiple multinationals where official strategy hardly ever makes it beyond the executive suite, while the company is thriving on an army of people lead by first line and middle-managers applying common sense and simple sales tactics.

33 Unwritten Laws of Business

1. Learn to say "I don't know." If used when appropriate, it will be used often.
2. It is easier to get into something, than to get out of it.
3. If you are not criticized, you may not be doing much.
4. Look for what is missing. Many know how to improve what's there; few can see what isn't there.
6. Work for a boss to whom you can tell it like it is. Remember, you can't pick your family, but you can pick your boss.
7. Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid Newton's Law.
8. However menial and trivial your early assignments may appears, give them your best efforts.
9. Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don't be known as a good starter but a poor finisher!
10. In doing your project, don't wait for others; go after them and make sure it gets done.
11. Confirm the instructions you give others, and their commitments in writing. Don't assume it will get done.
12. Don't be timid: speak up, express yourself and promote your ideas.
13. Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get the job done.
14. Strive for brevity and clarity in oral and written reports.
15. Be extremely careful in the accuracy of your statements.
16. Don't overlook the fact that you are working for a boss. Keep him or her informed. Whatever the boss wants, within the bounds of integrity, takes top priority.
17. Promises, schedules and estimates are important instruments in a well-run business. You must make promises -- don't lean on the often-used phrase: "I can't estimate it because it depends on many uncertain factors.
18. Never direct a complaint to the top; a serious offense is to "cc" a person's boss on a copy of a complaint before the person has a chance to response to the complaint.
19. When interacting with people outside the company, remember that you are always representing the company. Be especially careful of your commitments.
20. Cultivate the habit of boiling matters down to the simplest terms: the proverbial "elevator speech" is the best way.
21. Don't get excited in engineering emergencies: keep your feet on the ground.
22. Cultivate the habit of making quick, clean-cut decisions.
23. When making decisions, the "pros" are much easier to deal with than the "cons". Your boss wants to see both.
24. Don't ever lose your sense of humor.
25. Have fun at what you do. It will be reflected in your work. No one likes a grump except another grump!
26. Treat the name of the company as if it were your own.
27. Beg for the bad news.
28. You remember 1/2 of what you read, 1/2 of what people tell you, but 100% of what you feel.
29. You can't polish a sneaker.
30. When facing issues or problems that are becoming drawn-out, "short them to ground."
31. When faced with decisions, try to look at them as if you were one level up in the organization. Your perspective will change quickly.
32. A person who is nice to you but rude to the waiter -- or to others -- is not a nice person (This never fails.).
33. Never be afraid to try something new. Remember, an amateur built an ark that survived a flood while a large group of professionals built the Titanic!

These 33 business rules are the backbone of The Unwritten Laws of Business, a book from 1944 written by W.J.King and James Skakoon. The book was actually based on three articles written by W. J. (William Julian) King which were first published in the "Mechanical Engineering Magazine". The American Society of Mechanical Engineers later decided then to release the articles in book format.
King was a General Electric engineer who retired as a UCLA engineering professor in 1969. He died in 1983.

Sixty years later Raytheon CEO William Swanson published his Swanson's Unwritten Rules of Management (see Impactroom post). Swanson's Rules are almost entirely based on King's earlier writings.