Since the Global Financial Crisis delivered its king hit ten years ago, CEOs have been kept on their toes: ducking and diving, bobbing and weaving. Initially, their role required them to focus on downsizing, resizing, and right-sizing (all fancy words for restructuring). Now they must also deal with digitising their businesses and building agile, innovative senior leadership teams in order to stay in the lead.
The word execution in a leadership context sounds like an oxymoron. The reality is that, despite the growing investment in leadership development, its been found that 70% of organisations have been unsuccessful in executing leadership systematically across their business.
Recently I sat down with a mentee in Sydney to have our periodic “learning conversation”. This is a reflective exercise that we both enjoy and gain value from. This young guy is what I would call a ‘Mover & Shaker’. He’s studying both law and economics. He is bright, ambitious, extremely curious and questions everything.
