At the top of the ladder, the stakes are high and the demands intense. Too many CEOs falter in the job; about a quarter of the Fortune 500 chiefs who leave their firms each year are forced out. Clearly, boards do not always get their hires right. In conducting an analysis of in-depth assessments of 17,000 executives, the authors uncovered a large disconnect between what directors think makes for an ideal CEO and what actually leads to high performance. The findings of their 10-year research project challenge many widely held assumptions. Charisma, confidence, and pedigree all have little bearing on CEO success, it turns out. Instead, top performers demonstrate four specific business behaviors: (1) They're decisive, realizing they can't wait for perfect information and that a wrong decision is often better than no decision. (2) They engage for impact, working to understand the priorities of stakeholders and then aligning them around a goal of value creation. (3) They adapt proactively, keeping an eye on the long term and treating mistakes as learning opportunities. (4) They deliver results in a reliable fashion, steadily following through on commitments.

【書誌情報】

ページ数：9ページ

サイズ：A4

商品番号：HBSP-R1703C

発行日：2017/5/1

登録日：2017/5/10