How do CEOs develop the skills they need to lead in a changing world?
To answer that question, we partnered with the Saïd Business School at the University of Oxford
to speak to more than 150 CEOs representing a wide range of sectors
around the world. Assured of their anonymity, the executives reflected
openly on their leadership challenges and experiences. Taken together,
the interviews underscore the ways in which the role of CEO is changing,
and point to the capabilities that will enable today’s leaders—and
tomorrow’s—to prepare for, and thrive in, a business environment marked
by uncertainty and change.
Among the findings: Anticipating how, when, and why different
contexts may interact to disrupt an organization requires leaders to
develop “ripple intelligence,” as well as the ability to harness doubt
more effectively in order to improve decision making. Moreover, as
business conditions change, CEOs must learn to balance authenticity and
adaptability in order to motivate their organizations to action without
squandering the trust they have worked so hard to build.
About the research: The findings in
“The CEO Report: Embracing the Paradoxes of Leadership and the Power of
Doubt” are based on rich, individual conversations with more than 150
global CEOs, making it one of the most comprehensive, in-depth studies
of how global CEOs lead. Each interview lasted an average of 55 minutes
and, with few exceptions, was conducted face-to-face. All interviews
were anonymized prior to analysis by researchers at Saïd Business
School, University of Oxford.
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