August2024Theloneliestjob?HowtopCEOsmanagedilemmasandvulnerabilityThisarticleconsolidatesinsightsfromaround100seniorleadersonfivecommondilemmasthatcomplicatetheirabilitytoleadinthefaceofcompetingpriorities.ThisarticleisacollaborativeeffortbyGautamKumra,JoydeepSengupta,andMukundSridhar,withJaniceKohandJenniferChiang,representingviewsfromtheMcKinseyCenterforCEOExcellence.Formanyleaders,assumingtheroleofCEOisakeycareergoalandtheculminationofdecadesofhardwork.TheCEOroleisalsoamongthemostchallenginganddemandingpositionsinanyorganization—particularlyduringtimesofuncertaintyandupheaval.About100CEOshavepassedthroughtheMcKinseyCenterforCEOExcellence(MCCE)leadershipprogramsinceitlaunchedinmid-2022(formoreinformationontheMCCE,seesidebar,“AbouttheMcKinseyCenterforCEOExcellence”).Theseseniorleaders—representingcompaniesfromAfrica,Asia,Europe,andtheMiddleEast—haveopenlysharedtheirtriumphsandstruggleswithus.Inapreviousarticle,wesharedprovisionalresultsfromourproprietaryCEOExcellenceAssessmentTool(CEAT),aself-assessmentsurveydesignedtocaptureCEOs’aspirationsandbehaviors.1Thisarticlecomplementsthatquantitativedatawithrich,qualitativeinsightsgleanedfromourdiscussionswithMCCEparticipantsabouttheinevitablemomentsofuncertaintytheyfaceduringtheirtenures.2Often,theseuncertaintiesarerootedinoneormoreoffivecommondilemmas.Eachdi...
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