CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest

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While I am not, and really never plan on being a CEO, the book did offer plenty of leadership and management tips in general.

For Gail Kelly at Westpac it was ‘enthusiasm, smarts, flexibility, and results orientation, coupled with clear alignment with the company values’. It will show why a brilliant CEO can have such an immense impact, and demonstrate how to model yourself and your performance on the very best – so that your turn to lead comes sooner, and is more successful. I have always been interested in what is the actual job that the CEO does, and this book explains is great. Unfortunately, not everyone can be a winner; however, all who take part are encouraged to come back next year. Only 6% of top HR executives agree with the statement ‘Our executive team operates as a well-integrated team.Andrew’s employees thanked him for pausing a Zoom meeting during the pandemic to make a paper airplane for his five-year-old. Los puntos aquí presentados, como todo en administración, no son verdades absolutas, incluso, en algunos casos, pueden ser la receta para un gran desastre. The insights into the challenging role of CEOs are based on 67 interviews with selected top executives across industries and regions. The McKinsey trio Carolyn Dewar, Scott Keller, and Vikram Malhotra conducted detailed interviews with a representative sample of 67 high-performing CEOs and paired it with McKinsey’s data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries.

The excellent CEOs practice these six aspects rigorously and very differently than the rest who don’t make the cut. All chapters in it are internally oriented even though today's business and in the future will be oriented to collaboration between businesses.The 103 third parties who use cookies on this service do so for their purposes of displaying and measuring personalized ads, generating audience insights, and developing and improving products. Our robust toolkit supports CEOs in achieving excellence throughout their tenure: preparing for the role, transitioning into the role, maximizing their mid-tenure trajectory, and handing off to a successor while planning for their next ambition. But sometimes it’s hard to recognise when you have a crisis, as Ken Powell of General Motors explains. People feel pressure to conform to the group yet the power or the group comes from leveraging the individuality of its members.