WhatHow do you measure a CEO’s impact? An HBR team recently addressed that question by ranking CEOs according to the increases their companies have seen in total shareholder return and market capitalization across their whole tenures.
When you compete against a “ghost” – the faceless, nameless competition – you aren’t likely to muster your killer instinct. For most of our existence, humans competed with people they saw, often in a physical struggle. But it’s simply a natural artifact of the way business gets done that you will find yourself competing against the abstract idea of a competitor more than against people whose faces you see and names you know.e.
Are you ever frustrated by teammates who cling to the past while you try to introduce novel ideas or new strategies? If your ideas are met with choruses of “that will never work,” “we can’t take that risk,” “let’s just stick with the plan,” your teammates are likely falling prey to a common decision making bias that former Rotman dean Roger Martin refers to as Underestimating the Risk of the Status Quo. If your team’s strategy can be summed up by the English wartime slogan “Keep Calm and Carry On,” you need some new approaches to tackle their resistance.
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