The executive assistant: The unsung leader at every great CEO’s right hand
Unveil the indispensable role of the CEO’s executive assistant (EA), the unsung linchpin of organizational success often hidden in the shadows.
Leadership culture change is every leader’s job (10/10)
Understanding the nuances and implications of leadership culture is pivotal for any organization’s transformation efforts, as it significantly impacts overall performance.
To scale accountability you need a system, not a program (9/10)
Building a comprehensive system, rather than solely relying on individual programs or initiatives, is essential for sustaining accountability and driving lasting leadership culture change within organizations.
Leadership isn’t a one-time decision (8/10)
Leadership is not merely a one-time decision but a continuous journey of accountability and growth.
The CEO-CHRO relationship is a company’s dynamic duo (7/10)
The CEO-CHRO relationship holds transformative potential in spearheading strategic leaps and fostering a shift in leadership culture within organizations.
Many leaders are not students of leadership (6/10)
Despite the need for leadership development, many senior leaders resist it due to feeling overwhelmed, past negative experiences, or a belief that they have nothing more to learn.
The most important hire a CEO will make: The CHRO
The CHRO is not just an HR executive but a strategic partner to the CEO, responsible for shaping the organization’s culture, nurturing talent and driving its overall success.
Many CEOs struggle with leadership dread disorder (5/10)
One of the realities that underlie, LDD, is the fact that senior executives and C-Suite leaders know they can’t lead the company strictly by themselves, they will need the support of every single leader.
VUCA feels so yesterday (4/10)
The relevance of the VUCA framework in today’s rapidly changing business landscape is challenged by the emergence of the BANI framework offering a more nuanced perspective on the multifaceted challenges faced, shaping the narrative of organizational leadership.
Most leaders suck at building relationships with peers (3/10)
Many senior leaders struggle with building meaningful relationships with their peers, hindering effective collaboration and strategy execution, leading to loneliness and diminished performance.
