Category: Articles for CEOs

Are You Adapting Your Leadership Strategy as Your Startup Grows?

Pivoting from an initial product design or business model has become a given in the startup playbook. But even as startup leaders shift their businesses to meet a newly discovered need, they often fail to apply the same logic to themselves — and there they get into trouble. Startup leaders must be willing to pivot their leadership approach, or their board and investors will end up doing it for them.

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7 Ways to Set Up a New Hire for Success

No one has a bigger impact on new employees’ success than the managers who hired them. Why? Because more than anyone else the hiring manager understands what his or her people need to accomplish and what it will take — skills, resources, connections — for them to become fully effective.

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Why Inclusive Leaders Are Good for Organisations, and How to Become One

Companies increasingly rely on diverse, multidisciplinary teams that combine the collective capabilities of women and men, people of different cultural heritage, and younger and older workers. But simply throwing a mix of people together doesn’t guarantee high performance; it requires inclusive leadership — leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired.

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CEO Benchmarking Report

In January of 2019, The Predictive Index™ surveyed 156 CEOs, presidents, and chairpeople. They asked a slew of questions that cut to the heart of what drives them, what their challenges are, and what keeps them up at night. Their answers revealed the patterns of high-performing CEOs and allowed us to explore the executives’ inner thoughts and biggest weaknesses.

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PwC’s 21st Annual Global CEO Survey (2018)

Despite highly publicised handwringing over geopolitical uncertainty, corporate misbehaviour, and the job-killing potential of artificial intelligence, PwC’s 21st CEO Survey reveals surprising faith and optimism among chief executives in the economic and business environment worldwide, at least over the next 12 months.

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How CEOs Can Work with an Active Board

At companies of almost all sizes, across all sectors, boards are undergoing a profound transformation. Largely as a result of intensifying shareholder intolerance of mediocre or poor corporate performance, the ceremonial boards of the past are being replaced by active boards that are more demanding of managers and more intrusive in their affairs.

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The CEO guide to China’s future

For ten years or more, China has been a uniquely powerful engine of the global economy, regularly posting high single-figure or even double-digit annual increases in GDP. More recently, growth has slowed, prompting sharp falls in international commodity prices and casting a shadow over the near-term prospects for developed and emerging markets.

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The CEO guide to boards

To help CEOs and board chairs, as well as executives and directors, build strong boards, this McKinsey Quarterly CEO guide synthesizes multiple sources to make quick sense of complex issues in corporate governance.

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How new CEOs can boost their odds of success

The success of CEOs is deeply linked to the success of the companies they lead, but the vast body of popular literature on the topic explores this relationship largely in qualitative terms. The dangers of these approaches are well known: it’s easy to be misled by outliers or to conclude, mistakenly, that prominent actions which seem correlated with success were responsible for it.

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Decoding leadership: What really matters

Telling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90% of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue their organisations face. And they’re right to do so: earlier McKinsey research has consistently shown that good leadership is a critical part of organisational health, which is an important driver of shareholder returns.

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