CEO Learn To Lead And Learn To Learn

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One of the toughest jobs today belongs to Chief Executive Officers. At first blush, it may appear they have an easy time of it. They are often blessed with a rich share of human and financial resources as well as the latest in new technologies. But a closer look reveals they are at the mercy of the media, government, shareholders, and Boards of Directors.

CEOs exist in a world where they are deluged with information and viewpoints that they must carefully sift through and synthesize in order to facilitate processes, add value and drive profitability. They are the public face and role model for their organization. The expectation of optimum performance is constant and the price to be paid for poor results is, more often than not, termination. How are CEOs performing under this pressure? A general conclusion is that significant problems exist in execution. CEOs may have a great strategy, but failure to implement it well has proved to be their nemesis.

Majority of Leaders

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The majority of leaders recognize the impact of type preferences and consciously work toward selecting the appropriate style for the appropriate situation. CEOs who continue to rely largely on past experience to make crucial decisions for the future are apt to make poor, misinformed decisions. Leaders have a natural proclivity for making decisions and believe that decision-making is often ‘‘easy” and “fun”. A “super-level” of learning is required for CEOs that is highly experiential, interactive and future-focused. Intuition and instinct are often used to compensate between theoretical and practical knowledge. With the impact of fast-paced, discontinuous change, “strategy” is becoming “tactical” and while this may be a competitive operational strategy, this trend has profound implications on the concepts of vision, long-term planning, momentum, and continuity.