<p>Jonathan O’Neill Top Questions</p><p>1 What do you ultimately hope for the business in the future? a. How can you influence this?</p><p>2 What are the major risks to the ongoing success of your Organisation?</p><p>3 How do you feel you contribute to the development and sustainability of the Organisation?</p><p>4. Does the competitive environment influence strategic thinking/planning?</p><p>Why/How/Why Not? </p><p>5. The task of delegating management responsibility and staying focused on the overall business direction is a difficult task for any CEO. How do you tackle this challenge and not get bogged down in the detail?</p><p>(Mitzbergs Model) </p><p>. Orchestrating change within a company is one of the great skills required by a CEO. How would you go about this process? A} What change is required, dramatic or incremental (Mitzbergs model) Brings in communication, leadership, setting goals, vision.</p><p>6. What is your main focus day to day (is this different to your key function?)</p><p>. How do you manage this? . Internal/External Focus</p><p>7. What do you think/feel makes a good leader?</p><p>8. How would you define your management style?</p><p>9. Are you satisfied with your Leadership/Management skills?</p><p>. What could you improve upon?</p><p>10. What areas of your work/Organisation would you like to see improve?</p><p>. How can you influence this?</p><p>11. What disheartens you about your current position? 12. What are the key traits that make you a good leader?</p><p>13. Are your priorities set by you or by others (who?), how much of your role is your own to manage?</p><p>14. How much of your average week is taken up in both planned and unplanned meetings?</p><p>. In general, are meetings you attend effective?  Are the meetings mostly related to operational or strategic in nature? o % split if possible</p><p>15. Are your priorities set by you or by others (who?), how much of your role is your own to manage?</p><p>16. Are you able to effectively manage your time?</p>