The Disney Effect: How CEOs Can Fortify Against The Panic-Button Era
Leaders are finding that the competencies they learned on their rise to the top are no longer enough to survive there.
Leaders are finding that the competencies they learned on their rise to the top are no longer enough to survive there.
A CEO’s most lasting legacy is often whom they choose to replace them.
CBM’s 18th annual gathering of directors yielded solutions from veterans of corporate governance.
It won’t happen overnight, but today’s leaders can take active steps to cultivate more diverse pools of CEO-ready candidates, and effect real change in the next three, five and 10 years.
Sometimes boards have to make the tough decision to replace a CEO who has led successfully thus far—in order to set the company up for a successful future.
Your lasting value will be measured by succession, and how well your people do after your gone. Some guidelines for being both strategic and intentional.
Leaders often think they have to choose between burnishing their own legacies or onboarding a successor without a hitch. But by understanding the company’s past, they can do both.
The biggest risk to the board, and the company, is rarely addressed in the prospectus or annual report: choosing the wrong next leader.
One of Hubert Joly’s proudest accomplishments is the successful CEO transition his team orchestrated when he stepped down as CEO of Best Buy. Here’s how he did it.
Taking the top job under the best of circumstances is no easy feat—for this CEO, doing it during a global pandemic added some unexpected hurdles. Here’s how he managed.
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