| Leadership Insights for Business Success |
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| CEO Tenure: How Long Is Too Long?
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| Most of us can provide examples of top-level performers in sports, politics and performance arts who have stayed on past their prime, much to the detriment of their reputation – and their team. The same applies to organizational leaders: there is an opportune time to leave. Five key questions can assist in this reflection and decision-making...
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| Recently I was chatting with a CEO about her narrative 360 feedback results, and she suddenly asked reflectively, “I wonder if it’s time for me to go?”.
While the feedback she received was quite positive, the question led to further conversation about where she was in her career trajectory, job satisfaction, personal growth and key life goals. As captains of their enterprise, regardless of business or sector, CEOs have an overriding prerogative to get the best performance from their organization. As with their employees, they, too, need to adapt to meet the constantly evolving demands of clients and markets in which they operate. If they’re not able to do this, it’s time to move on – either voluntarily or with a push from the board or key investors.
Most of us can provide examples of top-level performers in sports, politics and performance arts who have stayed on past their prime, much to the detriment of their reputation – and their team. The same applies to organizational leaders: There is an opportune time to take leave. Far too often, senior leaders are forced out after having a good ‘run’ or succumbing to market forces to which they’ve been ‘flat footed’ in response. Indeed, many CEOs find it very hard to admit that the time has come to ‘pass the baton.’
There are, however, some key considerations around....... (cont'd) |
| | | | Around The Web: Noteworthy News & Research
Five Lessons From A Rash Of Untimely CEO Departures
This summer launched with a series of back-to-back surprise leadership exits at more than a dozen firms, including Petrobras, Qualcomm WPP, Air France-KLM, JCPenney, Xerox, Campbell’s Soup, Mattel, Samsonite, Athenahealth, GameStop and ServiceMaster. While a recent Equilar study reported a median tenure for S&P 500 CEOs of five years in 2017, many of these leaders didn’t even survive two years—and all had a sudden exit. These unplanned transitions offer lessons to sitting CEOs at a time of waning tenures.
Read full article »
The Right Way to Respond to Negative Feedback
Feedback, as they say, is a gift. Research bears this out, suggesting that it’s a key driver of performance and leadership effectiveness. Negative feedback, in particular, can be valuable because it allows us to monitor our performance and alerts us to important changes we need to make. But processing and acting on negative feedback is not always easy. It can make us defensive, angry and self-conscious, which subsequently impairs effectiveness. Here are five empirically supported actions to help you hear critical feedback openly and calmly, intentionally mine it for insight, and harness it to improve without collateral damage to your confidence and self-concept.
Read full article » |
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