CDO Chief Daddy Officer offers a unique perspective on how to utilize the same workplace ideals and systems in the home place setting, by applying the skill sets they have mastered in their professional lives to help them become more effective parents.
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One of the greatest challenges and opportunities a person can face in life is raising a child. Regardless of profession or status, parents worldwide understand how difficult it can be to maintain a healthy balance between their professional and personal lives. CDO guides working parents through these difficult paths, starting with being the best role model possible for your children.
What does it mean to be a Chief Daddy Officer?
Being a Chief Daddy Officer is based on the sole premise that a person’s family should be the focus and beneficiary of every business decision made
- A CDO understands the importance of maintaining discipline and fun in the household, just as he/she understands the need for the same balance in the workplace.
- A CDO sings silly songs in the morning to make his children laugh, and also uses the same flavor of humor to motivate his employees throughout the workday
- A CDO understands that while everyone’s time is limited, he can creatively carve valuable pockets of time at work and at home
How can I become a Chief Daddy Officer?
While the book provides the framework for becoming an engaged and loving parent, the decision to develop into a CDO is entirely yours. We invite you to take your first steps in that mind set by reading this book!
Discover how rewarding being a working parent can be when you have the right approach.
When my daughter was just 3 years old, Fortune ran a cover story titled “Why Grade ‘A’ Execs Get an ‘F’ as Parents.” At the time I was rising quickly through the ranks of a pharmaceutical company, and I was already well aware that I was surrounded by workaholics. My coworkers and superiors arrived at the office early and left late. A glance through this article seemed to confirm my worst fears, lamenting that, “For all their brains and competence, powerful, successful executives and professionals often have more trouble raising kids than all but the very poor.”1
I pored over the paragraphs with great interest, quickly finding their contents depressing. More than a third of high-powered executives’ children at one company had been treated for psychological or drug abuse problems; many such children were packed off to boarding schools. The author interviewed experts who listed warning signs for depression and suicide so that concerned parents could intervene before the unthinkable happened.
The theme of the article seemed to be that the qualities that make a successful executive make for a neglectful, insensitive parent. That night, as I tucked my daughter into bed, I vowed silently that I would never become one of those parents.
Five short years later, my vow was put to an unexpected test. The success I had found in my professional life had not been matched in my marriage. The divorce was ugly, but it was the only way out of an even uglier situation. My daughter decided that she wanted to live with me, rather than move away with her mother. The three of us agreed. So in a flash I became a single father and a rising executive, perhaps the perfect recipe for every catastrophe warned of in that article.
I am grateful to say I was able to keep my vow. My daughter is, at this writing, a lovely, successful young woman in her early 20s, and we share a relationship more wonderful than I could have ever dreamed. What I discovered on my journey to this place, ironically, was that one of the fundamental propositions of that Fortune article was wrong, or at least it was wrong for me. I found that the very same qualities and techniques that enabled me to succeed in business also enabled me to succeed as a father.
When I stared across the dining room table at my 7-year-old daughter nearly 17 years ago, I had no idea what I was doing. If my life had been a movie, this would have been the point that we eschewed bedtime, ate chocolate sundaes for breakfast, and generally lived life as a slumber party until I realized that’s no way to raise a child. But this was real life, and not knowing what you’re doing in real life is a real problem.
So I thought for a long time about what I knew how to do well. What was I good at? I was good at my job. The next two questions were trickier: What had enabled me to be successful at my job? How could I transfer that success to the goal of raising my daughter to be a happy, well-adjusted and successful adult?
I began to develop a series of principles and strategies that I would test and revise in the years that followed. Because I was drawing on my business experience, I knew that I would make mistakes. But I also knew those mistakes didn’t have to be devastating; I could avoid the destructive blunders and learn from the rest.
And this is precisely what happened. I learned that the same dedication and determination that built my business could help my daughter navigate adolescence. The same encouragement that brought out the best in my employees would make sure that homework got done.
Over and over, I was shocked by how seamlessly and successfully these principles could be translated from work to home. I wrote this book, at the urging of my daughter and Juliana, my wife of the last two years, to encourage and inspire parents who find themselves in the same situation I was in.
This is, in essence, the book I wish I had had when I embarked on this journey. While not everyone is a single parent as I was, countless parents find themselves in demanding careers and are driven to succeed. I want those parents to know that the very efforts that enable them to be successful at work can be invested simultaneously at home.
Mom and Dad are already working hard to develop the skills needed for their careers; I want to inspire and urge them to apply those skills to their greatest investment of all: their children.
1 Brian O’Reilly and Sarah Hammes, “Why Grade ‘A’ Execs Get an ‘F’ as Parents,” Fortune, January 1, 1990