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.
Read more >Coaching was once the purview of either the most powerful leaders or those in hot water. Now it’s a tool for all CEOs looking to better themselves.
Read more >The CEO’s job is as difficult as it is important. It’s the most powerful and sought-after title in business, more exciting, rewarding, and influential than any other.
Read more >Large companies devote plenty of attention and resources to succession planning, yet a PwC study finds that $112 billion in shareholder value is lost annually because companies pick the wrong people to lead them. The “obvious” choice…
Read more >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.
Read more >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.
Read more >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.
Read more >Each year, Jeff Bezos writes an open letter to Amazon’s shareholders. Over the last two decades, these letters have become an unparalleled source of insight into how the world’s richest man — and his company — think about customers, innovation, building products, and more.
Read more >When it comes to leadership succession planning in our own organisations, there are some valuable lessons we can learn from Jack Ma.
Read more >For most CEOs, real success remains elusive. But by deftly exploiting a five-part algorithm, they can boost their chances of a truly successful tenure.
Read more >Anand Sanwal, CEO/Co-founder/Customer Service at CB Insights, shares his informative list: 54 mistakes of a Startup CEO.
Read more >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.
Read more >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.
Read more >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.
Read more >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.
Read more >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.
Read more >Through energy, leaders can infuse others with purpose, impart meaning, encourage the pursuit of goals, and receive feedback. CEOs who harness energy accelerate value creation, while those who deplete energy or allow it to dissipate struggle to achieve their goals.
Read more >These new insights from McKinsey suggest that simple tweaks in leaders’ communication and behaviour can potentially create a much more productive atmosphere for any team.
Read more >Chief executives in search of higher pay should aim to run large companies outside their home country, according to new research into European companies.
Read more >A survey by American consulting company, Towers Watson, has revealed CEOs of Japanese corporations receive compensation equal to about one-tenth of that paid to their U.S. counterparts.
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