A generation ago, transformational leaders were rare, and as such, prized. Today, though, the ever-increasing frequency of paradigm shifts in the business environment means more are needed—especially at the very top of organizations.
Even if you’re several years away from even being considered for a CEO seat, it’s never too early to hone the key traits you’ll need to demonstrate to keep you in the running. Here are 6 tips that can help keep you on the right track.
Most successful leaders—those who have consistently increased the size of their businesses and reached the upper echelons of their industries—have similar personality traits, definitions of success and daily habits. Here are 4 qualities all successful CEOs have in common.
Founded in 1950, Young Presidents' Organization (YPO) is a nonprofit organization that connects young chief executives and presidents of non-competing companies and businesses around the globe for mutual exchange of ideas and expertise.
Leadership styles among CEOs are becoming increasingly divergent. A new breed of high-profile, fast-talking, even brash business leaders seems to be eclipsing generations of the traditional buttoned-down breed of C-suite denizens who made and executed decisions in an understated way.
Mothers are a bigger and more important component of business leadership every day. As their numbers and roles grow, so does the influence on American companies of what they’ve learned by being mothers.
It’s time to rethink how we develop leaders. As I engage with young professionals and executives, I continually hear that leadership hasn’t adapted quickly enough to the ever-evolving global business environment. That calls for a new approach.
Every CEO wants to leave a legacy. Mentoring is one way you can do it.
A recent study by MIT's Center for Digital Business found that to fully digitally transform a business, two key factors must work together to drive the process: an investment in technology and an investment in leadership. According to the study, companies that make the investment in both leadership and technology are 26% more profitable than their industry peers.
In 2013, a little over five years after it had a seemingly unassailable lead in the global smartphone market, Nokia’s share had completely collapsed and the company was sold to Microsoft. While Apple, Samsung and Chinese manufacturers innovated, Nokia stood still. It’s not alone. Between 2006 and 2014, almost 40 of the S&P 100 companies had dropped out of the list, and nearly 20 of them had completely lost their independence.