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BAD HABIT NO. 1: LISTENING WHILE DISTRACTED

For Porter Braswell, CEO of diversity hiring platform Jopwell, communicating with others fell victim to the curse of multitasking. We’re all guilty of that once in a while–say, by reading the news, perusing social media, or sending emails during meetings.

 

But Braswell says he’s working especially hard to keep his one-on-one interactions with other people free of those distractions this year.  “When I left my job in finance to start Jopwell,” he recalls, “a close mentor of mine gave me a lot of great leadership advice: Always make sure you give your team your full and undivided focus, no matter how hectic it can feel to run a startup. Putting your phone away and ignoring your email for a half-hour while you meet with someone can make a big difference in that person’s experience working with you,” Braswell says.

 

If offering your undivided attention is getting harder than it used to be, that’s all the more reason to commit to it.

Via The Learning Factor

Everyone has a role to play in a performance transformation. The role of CEOs is unique in that they stand at the top of the pyramid and all the other members of the organization take cues from them. CEOs who give only lip service to a transformation will find everyone else doing the same. Those who fail to model the desired mind-sets and behavior or who opt out of vital initiatives risk seeing the transformation lose focus. Only the boss of all bosses can ensure that the right people spend the right amount of time driving the necessary changes.

Via David Hain

Harvard Business Review comparte sus mejores 10 artículos para aquellos CEOs que buscan adelantarse a las tendencias.

Via Marielvi Piñero

In their recent research, scheduled to be published in a forthcoming issue of Perspectives on Psychological Science, Chulalongkorn University’s Sorapop Kiatpongsan and Harvard Business School’s Michael Norton investigate “what size gaps people desire” and whether those gaps are at all consistent among people from different countries and backgrounds.

It turns out that most people, regardless of nationality or set of beliefs, share similar sentiments about how much CEOs should be paid — and, for the most part, these estimates are markedly lower than the amounts company leaders actually earn.

Via David Hain

CEOs need to get out of the "bubble" where all information confirms their beliefs, as a recent HBR article argued. But random questions are not as valuable as gathering information about the company's key assumptions.

The lure of the top corner office is strong, but there’s a reason not everybody grows up to be the head of a company—the job is a massive undertaking. CEOs are asked to do it all: setting strategy, closing deals, hiring people, firing people, calming irate customers, fixing broken light switches. And sometimes that’s just by 10 a.m. on Monday.

 

Of course, the job doesn’t end there. Monster talked to several CEOs to find out what must-haves you need before you can consider yourself cut out for the gig.

Via The Learning Factor

Chief executives have traditionally sat at the intersection of the external environment and the internal organization, observing chaos and translating it into clear and actionable instructions. At this “nerve center” for essential information, our popular perception of the “un-disruptable” CEO is of a rigid, impenetrable figure, successfully staring down external adversity. Whether this image ever truly matched reality is debatable, but we know one thing for sure: it definitely no longer applies. To be un-disruptable today requires much more than steering companies through singular (if monumental) events—it demands leaders navigate constant turbulence, continuously adjusting their actions accordingly.

Via David Hain

Over the past 20 years CEOs have witnessed tremendous upheavals as a result of globalisation and technological change. In our 20th CEO Survey, nearly 1,400 CEOs share their views on the impact of these forces on growth, talent, trust and society. In this short video, PwC’s global chairman Bob Moritz, reflects on how today we’re at an inflection point; for leaders it’s now time to both raise and communicate the role of business in society and the positive impact it can have.

Via David Hain

There are a number of job interview styles, from a structured meeting with a list of questions, to a more relaxed setting with free-flowing conversation.

 

Either way, in most cases CEOs have at least one go-to interview question that they believe reveals everything they need to know about a candidate.

 

Some go for serious, thought-provoking questions. Others believe that culture-focused queries will let the potential employee open up.

 

We asked 28 Australian CEOs of their number one interview question that they ask job candidates, and asked them to explain why they use it. Here’s what they had to say.

Via The Learning Factor

Why executives should talk less and ask more questions

New evidence shows that a mix of skills, especially technology skills, counts more than simply long experience in one specialty.

For the past 16 years, we've studied the background of incoming CEOs at the world's largest 2,500 public companies as part of the annual Strategy& CEO Success study. Take this quiz to assess your immediate chances, based on the data we've collected, of becoming a chief executive in your chosen industry.

Via The Learning Factor