Abstract
AbstractThe author draws on his experience as the lead of Russell Reynolds Associates/RRA, CEO & Transitions Practice. He describes how Chief Executive Officers/CEOs operate in a bubble, yet do not always realize that is the case. This “requires adjusting your thinking and behaviors—to create an environment in which people feel comfortable telling you what they’re really thinking and to remove your biases, so you open yourself to the true realities in front of you, rather than trying to confirm to what you think you already know.” He continues that “working on understanding and mitigating your biases is a key aspect of leadership (and human) development. There will be several that will impact the way you think and operate, consciously and subconsciously.” He describes what can happen early in a CEO’s tenure, regarding awareness of relationships with others and what changes occur, and the importance of listening. Executives quoted are: PepsiCo’s CEO Ramon Laguarta, Whirlpool CEO Marc Bitzer, and Carol Tomé of UPS.“Your goal as the new CEO,” the author concludes, “or any new senior leader, is to get up to speed and become effective as fast as you possibly can.”
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