Becoming a New CEO…Through the Eyes of Long-Term CEOs
How to cope with the top three challenges that vex new leaders.
How to cope with the top three challenges that vex new leaders.
Research unveils the traits shared by truly successful boards.
Suppose you are a CEO of a mid-sized manufacturing company and you’re looking for a new CFO. You would probably look for somebody with excellent financial skills and training—preferably in the same, or a similar, industry. But picking senior staff depends on more than vetting skills and track record.
Successful CEO-board relationships demand trust, communication and alignment.
Mergers, new technologies, fast-shifting competitive landscapes: More than ever, these events demand vast transformational changes for companies that want to maintain success—or even survive.
It would be nice for CEOs if decisions involved simply examining hard data and making the tough decisions. However, what constitutes the “right” decision is often unclear.
Power is a word that is often spoken synonymously with the office of CEO—for better or for worse. By dictionary definition, power is “the ability to act or produce an effect.” Simple enough. Yet, when it comes to how power plays out in leadership positions, understanding the dynamics can mean the difference between leading effectively and falling flat.
There’s this complex, global “business,” thousands of years old, that finds itself steeped in its own history, embroiled in controversy and struggling to reconnect with its base while remaining relevant in a quickly changing landscape. Sound familiar?
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