How should CEO’s be rewarded and evaluated

According to What’s The Most Difficult CEO Skill? Managing Your Own Psychology (2011), “Given this stress, CEOs often make the one of the following two mistakes: they take things too personally and they do not take things personally enough”.
In some organizations, the CEO is delegated by will, by necessity or obligation. When he delegates a portion of his prerogatives, they are assigned to other senior managers. The chief technical officer (CTO abbreviation) is the technical director, for example the director of laboratory directors of research and development. The chief financial officer (CFO abbreviation) is the financial manager, directly or indirectly, any financial departments. Some high responsibility is entrusted to the Vice President (VP abbreviation, vice-presidents in French), as VP Sales for the vice president of sales.
The title given to the manager varies according to the national traditions: the title of managing director is used, for example, as well as in Italy, Switzerland, Portugal and Belgium, but it is also commonly used in Italian to translate the various names used in other countries.
In the United States the person is named chief executive officer (CEO), a term that has spread internationally in the language of economics and journalism, while in the other Anglo-Saxon countries is usually used the title of managing director (MD), although the title of CEO is generally used in Britain by the public limited company (joint stock company whose shares are offered to the public) as well as from non-profit organizations and public agencies.
In many countries, there is used the title of general manager (for example, the director general in the Spanish-speaking countries) that, instead, in Italy appoints a manager usually subordinate to the CEO. In France and other Francophone countries has often been said – président-directeur général (PDG), as it also covers the role of chairman of the board of directors (in Quebec, however, also uses the title of chef de la direction). In Sweden, said verkställande direktor (VD), Norway and Denmark -administrerende direktor (adm. dir.).
In Japan this person usually has the title Shachi (社长), translated as president. It can also be a Kaicho (会长), translated as Chairman of the Board of Directors: Traditionally a Shachi now retired, sometimes the founder of the company, who can keep a strong influence, even without formal powers. The Shachi and other senior managers, sometimes even Kaicho are daihyō torishimariyaku (代表 取缔 役), members of the board to which the powers are delegated. In all countries CEOs are responsible for many similar things, they have a lot in common, the same interest and often the same goals.
Especially in smaller companies, the manager may also be a chairman of the board of directors (the so-called CEO duality), although it is considered the best practice the separation of the two charges. The U.S. company’s CEO may have the position of chairman (president) of the company, separate from that of president (chairman) of the Board of Directors, in some companies, especially large, the president of the company is, however, attributed as a manager directly subordinate to the CEO, chief operating officer (COO), a figure comparable to the general manager of the Italian companies.
In the laws which, on the German model, adopt the dual system of corporate governance, splitting the board of directors into two bodies, the supervisory board and board of management, the role of manager is carried out jointly by the latter that has its own chairman, other than the chairman of the supervisory board.
I think that it is fair to forgive some issues of the CEO when doing the evaluation. I think that for the CEO it is important to have those indispensable skills that will help the company succeed, that will show that he is a true leader and has creative ideas. Rewards are essential, despite the mistakes done, if they are not so serious. The CEO can be rewarded by implementation of his own creative ideas and changes in the company. It is also important to understand the direction of the CEO, his talent and his vision of the future. It is not only knowledge and reputation that matter, it is also the creativity, the ability to create followers, the ability to show positive changes and implement innovations. The good CEO is a person who turns the situation the way that the employees do not imagine the company without the current CEO. Proven knowledge, abilities, the desire to work and to change are the components that each CEO should have.
All in all, it can be said that CEO has to be evaluated correspondingly to his achievements, to the changes he implemented and to the outcomes he has shown. “And this loneliness won’t leave me alone” ”” Otis Redding states about working as a CEO. In fact, there is too much responsibility that does not allow a CEO to relax. However, to overcome difficulties, “The first rule of the CEO psychological meltdown is don’t talk about the psychological meltdown”, according to What’s The Most Difficult CEO Skill? Managing Your Own Psychology (2011). Everything and always should be under control and the weight of responsibility and evaluation from others, makes the life of the CEO even harder.