3. They’re strategy builders.

As Lewis Carrol wrote in Alice in Wonderland, “If you don't know where you are going, any road can take you there.” CEOs are responsible for figuring out the direction and working with the team to determine the road.

CEOs are uniquely positioned to develop and shape the strategy of the firm. This includes “seeing around the corner” and making preemptive strategy shifts as market conditions change. It involves making “small bets” to test new ideas before committing major resources. And it includes defining what business you are in—and not in.

Elliot Weissbluth, CEO of HighTower, engages in a yearly ritual that helps him stay flexible in his strategic thinking. On my podcast, he said, “Every December I fire myself. I really go through the process of terminating myself, and then I rehire myself. I write into my journal what are the things that I did that lead to my termination and then what are the things that I, as the new CEO, are going to do differently?”

This “firing” process frees Weissbluth from the baggage of past decisions that no longer make sense and he can start a new strategy with a clean slate. He does this exercise with his executive team, too, during an annual retreat.

Action Step: Fire yourself, and with this newfound freedom, what would you do differently in your business now that you’re free from past decisions?

4. They’re designers and exemplars of the culture.

You’re probably sick of hearing people talk about the importance of culture. How often have you heard somebody say, “Culture eats strategy for breakfast, or lunch, or dinner, or dessert?” Yet, people keep talking about it because few companies have a culture that is truly a difference maker.

As CEO, you have to live and breathe the culture. You have to set a high standard and be clear on what you will—and will not—tolerate. Remember, you get what you tolerate.

The most successful companies often have a “big idea,” some overarching ideal that drives the company and the employees within it. You have to inspire and rally your team around that idea. You have to put on a brave face and keep the team moving when we hit a rough patch like 2008-2009. The team takes its cues from you, so you can’t slip.

Frankly, this is a skill that most people do not have.

Action Step: Take a hard look at your culture. If it’s developed by default, proactively change it to one by design.

5. They’re rainmakers.

Sometimes to close the big deal, the CEO needs to step in and show the prospect you want their business. And this also applies to your biggest clients. CEOs spend a meaningful amount of time traveling around the country deepening the relationship with their very best clients.

And we can’t forget media relations. As the CEO, you don’t have to hog the spotlight, but spending some time with the media is important.

Action Step: Take a look at your calendar for the past six months. Have you been spending an appropriate amount of time on rainmaking?