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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
How Successful CEOs Manage Their Middle Act
內容大綱
Every leader knows the importance of the first hundred days or the first year in office--the period during which one must assess and diagnose, formulate a vision and a strategy, and achieve early wins. And guidance abounds for how CEOs in their final months on the job should approach their main responsibility: helping develop and select a successor and then smoothly handing over power. But little attention has been paid to the time between those stages. How can CEOs make the most of the middle years of their tenure? The authors conducted detailed interviews with high-performing former CEOs, asking, among other things, how their priorities, mindsets, and approaches evolved in their second act. Five themes emerged as essential to success. Leaders should keep raising the company's level of ambition, attack silos and broken processes, rejuvenate talent, build mechanisms for dissent and disruptive ideas, and spend their accumulated leadership capital on bold long-term moves. Beyond these specifics, the authors say, CEOs often benefit from viewing their tenure as a series of chapters rather than an undivided span.