Leading in a world disrupted
Our Chief Executive magazine series on leadership and organizational transformation
The role of the Board in a Disruptive Environment
Having sat in both chairs, I can say that these are the moments, and the manner of engagement, that are most appreciated by management and drive the most value from a board in disrupted times.
In situations like the current one, the board’s role can be one of ready advice and a calming voice of reason. At the same time, however, the board can and should contemplate and eventually engage management on the second-order, longer-term questions.
The role a company’s board should play during times of extreme disruption is a mix of art and science. Read these questions for both directors and CEOs to consider.
Transitioning to a "Yellow Light Environment:" Key Questions for Leaders
What the best companies are already doing are laying groundwork for the transition to this “yellow light” environment along three stages: adjust, balance, and convert.
Every day we see firms paddle furiously to keep their heads above water amid these crisis conditions; and their respective leadership teams are rightfully concerned about safeguarding their day-to-day business. Read this Q&A with crisis leadership webinar participants.
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Beware the narcissistic leader
Those with this affliction tend to be charismatic and confident, but, left unchecked, they often steer their companies into the abyss. Watch for these symptoms
They have the audacity to answer big questions and champion big ideas. They capture our imagination and often our allegiance. While these personality traits can positively impact a business’s ability to thrive, what we also know is that narcissistic CEOs always have a dark side. Investors and employees alike can lose money, reputation and careers because of this irresistibly seductive leader.
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Q&A: Leadership under stress
There are proven strategies and techniques for improving leaders' performance, even in trying times like these during the pandemic.
In times of stress, leaders often unconsciously respond with behaviors that act counter-intuitively to the necessary actions that need to be taken. Here, Ted tackles topical and wide-ranging questions from a webinar on leading through crisis.
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DEAR CEOS: IT DOESN'T HAVE TO BE LONELY AT THE TOP
By seeking out the advice and counsel of a well chosen cadre of advisors, you can avoid the costly missteps that result from leading in a vacuum.
A set of strong advisors is invaluable to a CEO (and to other senior executives), serving as a source of clarity, objectivity, and clear thinking. However, this network of advisors must be carefully and thoughtfully constructed—and then regularly utilized and maintained—to become maximally useful. Without this rigor, it can become quite lonely at the top, and that can lead to costly missteps.
Hiring an executive coach? Beware of these five risks
One of the biggest problems for the coaching "industry" is that there are no barriers to entry—anybody can hang out a shingle. The lesson? Proceed with caution.
Undertrained or unscrupulous coaches can make false promises or follow instincts that are blatantly self-serving and do real damage to leaders and organizations. Here are five pitfalls that organizations must stay aware of and what they can do about them.
HOW LEADERSHIP Values need to change in a disrupted world
Disruptive forces are creating a deep sense of uncertainty among businesses and consumers alike. CEOs can get out in front of it—if they're willing to adapt.
The macro headlines look reasonably good, but beneath the surface we see some companies doing extremely well, and many other companies struggling. We undertook an in-depth study of how disruption is shaping the current global business climate. We found five broad sources of disruption at play—regulatory, economic, societal, environmental and technological.
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How to find success when planning for succession
How many boards of directors have an intellectually honest, unbiased, robust, and disciplined approach for executive succession planning at the ready? Not many do, and the failure to plan is almost as bad as selecting the wrong leader.
The quickening pace of disruption, economic uncertainty, and issues like the #MeToo movement have resulted in several surprising changes at the top recently. Here's a framework for CEO succession.
Will a new CEO Sink or swim? Cultural fit makes all the difference
Cultural fit for a new CEO is more important than you may think.
Why is it so hard to find the right CEO?
One answer lies in looking beyond the traditional and time-honored measures and metrics and recognizing a critically important but often overlooked element of CEO success or failure: culture fit.
Times have changed: CEOs must disrupt the first 100 days
With so many other important tasks in the first 100 days of joining a company, how can a CEO make talent a top focus? There are a few pragmatic steps to prioritize
The velocity of change and increased competitiveness in today’s world, together with the speed of technological innovation and disruption, is upending the order of priorities for a new CEO. Now more than ever, an early critical focus on people is crucial for success.
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AlixPartners’ Leadership Series, presented in partnership with Chief Executive magazine, offers leaders advice and insights vital for guiding their organizations to sustained success
