Author Talks: What separates the best CEOs from the rest?
Summary
TLDRこのビデオスクリプトは、世界最大2000社のトップ1000社のCEOの中から優れたリーダーシップを示す200人のCEOを選び、彼らの成功と経験を研究するプロジェクトを紹介しています。彼らは業界を変える大胆な戦略を展開し、持続可能な成長を実現させる力を持っていると語っています。また、CEOの役割は外部との関係管理、戦略立案、チームの統率など多岐にわたり、非常に複雑で重要なポジションであると強調されています。このプロジェクトは、リーダーシップに関する普遍的な教訓を提供し、さまざまな状況に応用できると同時に、リーダーシップの意義と影響力を広範な読者に対して示唆しています。
Takeaways
- 🚀 CEOの役割は多面的なもので、リソースの再配分、文化的運転、実行力の強化など、異なる視点から捉えられています。
- 🌟 優れたCEOとは、業績だけでなく、倫理行動、社会環境への影響、そして後継者の計画性など多岐にわたる能力を持つ人々です。
- 🔍 研究では、グローバル2000社のトップ1000社を対象に、6年以上在任し、業績を評価基準とした2400人以上のCEOを調査しました。
- 📊 優れたCEOを特定するために、業績、倫理、社会環境への影響、そして後継者計画性などを考慮した146名のCEOを選出しました。
- 🌈 CEOの多様性は重要で、性別、人種、地域の多様性を持った200名のCEOを対象に研究を拡大しました。
- 🗣️ 67名の優れたCEOから得たインタビューデータを分析し、彼らの考え方やアプローチに共通点を見つけ出しました。
- 💡 CEOは組織全体を統合し、内外の利益関係者とコミュニケーションを取る重要な役割を果たしています。
- 🛠️ 優れたCEOは自己管理を重視し、ビジョン、戦略、リソース配分に基づく方針を設定し、実行に移します。
- 🏋️♂️ CEOは大胆さと革新を持ち、状況に応じて適切なリスクを計りつつも挑戦的なアプローチを取ります。
- 🌐 CEOは外部要因にも影響される一方で、それらを有利に活用し、成長と変化の機会を創出します。
- 📚 この研究は、リーダーシップの基礎原則を提唱し、さまざまなリーダーシップの場面に応用できる普遍的な教訓を提供しています。
Q & A
「次のCEO」とはどのような人物を指すのでしょうか?
-「次のCEO」とは、現在のポジションから2〜3年以内にCEOに就任する可能性がある潜在的な候補者を指します。
CEOの役割について異なる3人のゲストCEOがどのように説明しましたか?
-第一のゲストCEOはリソースの再配分と事業の選択について話しました。第二のゲストCEOは組織文化の構築と人材配置について話しました。第三のゲストCEOは実行力とパフォーマンス管理について語りました。
研究を始めるにあたり、どのような基準で優れたCEOを選択しましたか?
-2000年以降に世界最大の2000社の中で上位1000社のCEOを6年以上務めていた人を選び、彼らの業績、倫理行動、社会環境への影響、交代計画などを基準にしました。
研究を通じて発見された優れたCEOの特徴は何ですか?
-優れたCEOは大胆さを持っており、状況や業界に関係なく、ビジョンを持っており、自己のポートフォリオを高成長ビジネスにシフトさせることを考えています。
CEOの役割が持つ6つの次元とは何ですか?
-6つの次元とは、方向の設定、組織の整列、リーダーの動員、取締役との対話、関係者の管理、自己管理です。
CEOが持つべき基本的な姿勢として何が挙げられますか?
-CEOは大胆であり、ビジョンを持っており、状況に応じて適切な戦略を展開する必要があります。
研究において、CEOの業績を評価する際に重要な要素は何ですか?
-業績の評価では、株主に対する超出総利益の創出、業界の他の企業と比較した業績、倫理的な行動、社会環境への影響などが重要です。
CEOが持つべきスキルの中で、最も重要なスキルは何ですか?
-最も重要なスキルは、ビジョンを持つことと、状況に応じて適切な戦略を展開することです。また、組織全体を動員し、リーダーシップを発揮することも重要です。
CEOとして成功するためには、どのようなマインドセットが必要ですか?
-成功するためには、大胆さと自己管理能力が重要です。また、変化する環境に適応し、常に学び続ける姿勢を持つことが求められます。
CEOがリーダーシップを発揮する上で、最も重要な要素は何ですか?
-リーダーシップを発揮する上で重要な要素は、ビジョンの設定、戦略の策定、リソースの配分、そしてチームの動員です。
CEOとして優れた業績を残すためには、どのようなアプローチをとるべきですか?
-優れた業績を残すためには、業界のトレンドを理解し、それを利用してポートフォリオを適切に管理し、常に成長を目指すアプローチをとるべきです。
Outlines
😲 CEOの役割を探求する旅の始まり
ビデオ脚本では、次期CEO候補者たちが集まって議論する場面から物語が始まります。彼らは3日間、CEOの役割について学び、様々なゲストCEOから話を聞くことによって、その職務について深く理解を深めます。最初のゲストCEOはリソースの再配分とビジネスの選択について話しましたが、次のゲストは組織文化や人材配置に重点を置いた対照的なものでした。これにより、議論はCEOの役割に対する多様な見解に焦点を当てました。また、脚本ではリーダーシップに関する多くの書籍が存在するにもかかわらず、優れたCEOを定義する決定的な書籍が見つからないという事実にも触れています。その発見から、研究の旅が始まり、優れたCEOとどのように区別されるかを探求することにしました。
🔍 優れたCEOを特定するための研究方法
研究は、「グローバル2000」として知られる世界最大の2000社から始め、そのうち1000社を対象に、21世紀にCEOとして6年以上務めた約2400人を特定しました。彼らのうち、業績を同業他社と比較し、余剰総利益を創出していたものを選び出し、倫理行動、社会環境への影響、交代計画なども考慮して、最終的に146人の優れたCEOを選びました。しかし、そのリストは男性、白人、アメリカ中心的なものに偏っており、将来のCEOの多様性とは一致していませんでした。そこで、1000社を超える企業や民間企業、非営利組織も含めた多様なバックグラウンドを持つ200人のCEOを対象にしました。65人以上のインタビューを行い、彼らの考え方と経験を掘り下げ、定量データも分析することで、洞察を得る方法を決定しました。
🏆 優れたCEOの物語とその意義
脚本では、アスリートの記録を持つアッシュトン・イートンのように、多くの人々には知られていないが実際には優れた成績を残した人々がいることを例に挙げています。同様に、有名ではないが優れた成績を残したCEOたちもおり、彼らの物語を伝えることが重要だと述べています。多くの優れたCEOは、自分が就任したときにはプレイブックがなく、多くのことを自分で考え、創造しなければならなかったと語っています。彼らはその経験を共有し、他の人々が学ぶことができるような資源を提供したいという願望を持っています。インタビューを通じて、彼らのユニークなストーリーと、リーダーシップの普遍的な教訓が明らかになります。
💰 優れたCEOの経済的影響
この段落では、優れたCEOたちが経済に与える影響について語られています。彼らは任期内に同業他社と比較して5兆ドル以上の価値を創出しており、日本のGDPに匹敵する規模です。彼らの役割は経済に貢献するだけでなく、社会や環境にも大きな影響を与えると強調されています。さらに、CEOは外部の利益関係者との関係を管理し、顧客、投資家、規制当局、一般大衆の期待に応える必要があります。そのような多面的な役割を果たすために、CEOは大胆さと視野の広さが必要です。
🛠️ CEOの役割の複雑性と未来
CEOの役割はますます複雑になり、外部の利益関係者との関係管理を含む多面的な要求が高まっています。過去40年間で変化し、未来もさらに重要な役割を果たすでしょう。CEOは内部と外部の両方の要因をバランスさせ、組織全体を動かす能力を持ち、さまざまなグループをまとめる必要があります。また、彼らはシステム全体を見据えた視点を持つことが求められています。この段落では、CEOの役割が未来においても重要であって、新しい技術や世界情勢の変化に適応し、リーダーシップの基本原則を適用し続ける必要があると強調されています。
🌟 CEOの教訓はリーダーシップへの普遍的な洞察
最後の段落では、CEOの教訓がリーダーシップの普遍的な洞察であると示唆されています。CEOはビジョン、戦略、リソースの割り当てを設定し、それに基づいて組織を動かす必要があります。これらの原則は、リーダーシップの役割に関係なく適用可能であり、個人の人生における目標設定やリソースの管理にも関連しています。また、CEOはゲームの枠組みを変え、新しい可能性を探求する意欲を持ち、リーダーシップの枠組みを広げることができます。この物語は、リーダーシップの喜びと意義、高いパフォーマンスのチームを作ることの重要性について学ぶことができる貴重な機会を提供しています。
Mindmap
Keywords
💡CEO
💡リソース再配置
💡カルチャー
💡実行力
💡優れたリーダーシップ
💡グローバル2000
💡業績
💡倫理的行動
💡多様性
💡戦略的ポートフォリオの移行
Highlights
Next Up CEOs are individuals two to three years away from taking on the CEO role.
Three-day sessions expose potential CEOs to the realities of being a CEO with guest speakers.
Different guest CEOs provided varying perspectives on the role and responsibilities of a CEO.
The lack of a definitive answer on the CEO role sparked the idea for a research project.
The research aimed to identify what distinguishes the best CEOs from the rest.
The study focused on the top 1000 global companies and CEOs with at least six years of tenure.
Performance criteria included excess total shareholder return and ethical conduct.
The final list of 200 CEOs was diverse in industry, gender, race, and included both for-profit and non-profit leaders.
65 in-depth interviews were conducted with these CEOs to understand their mindset and approach.
The research combined qualitative interviews with quantitative data analysis.
Many of the interviewed CEOs expressed a desire for such a resource when they started their roles.
CEOs have a significant impact, influencing 70 million people and creating $5 trillion more value than their peers.
The role of a CEO is becoming increasingly complex and important, requiring a bold approach.
The study identified six dimensions of the CEO role that have become more complex over time.
Great CEOs are bold and can be so regardless of context or industry.
The research aimed to provide timeless lessons rather than just timely advice.
The insights from the study can be applied to leadership roles beyond the CEO context.
The study emphasizes the importance of setting direction, aligning and mobilizing, and managing stakeholders.
CEOs must manage both external and internal expectations and integrate external shocks into their strategies.
The research highlights the importance of CEOs having a bold vision and making bold moves.
The study found that excellent CEOs think differently about trends and opportunities.
The research provides a framework for understanding the CEO role and improving the odds of success.
Transcripts
[Music]
[Applause]
[Music]
maybe just to set the scene
we get what we call next up ceos or
potential next up ceos so someone who
would be you know two three years out
from the role maybe even sooner
and we have a group of these next up
ceos come together and this particular
one was in maryland
and we essentially have three days with
them where we expose them to what is
being a ceo like and there's a lot of
ceo guest speakers as part of that so
we were all three faculty at one of
these sessions and we had three guest
ceos
and one of the questions that vic asks
is well
tell me what
what do you how do you describe the role
of a ceo
and the first ceo the first night talked
a lot about
resource reallocation and what
businesses are we in and not in and
there was such conviction and such
such eloquence
that everyone walked out of that room
and said like
wow the veil has been lifted that's
awesome i i get it
until the next morning
and another ceo guest speaker comes
and vic asks the same question
and you hear it's all about being a
cheerleader driving the culture getting
talent in the right place
and it's with such conviction and
eloquence that you're kind of like yeah
that's what the role is
the third ceo
just happened to be at this retreat who
closed the retreat
talked all about execution and
performance management and operating
rhythm and all the kind of like how do
you drive execution in our drive we're
kind of debriefing as you would on what
went well what didn't go well and i
forgot who brought it up but it was sort
of like
you know that question that you asked
vic um
i gotta be honest if i left that session
and like literally looked at the
transcript which had three totally
different answers on what is important
in the ceo role
and then we just did a quick
well how do you describe it when you're
counseling a ceo
and
our answers were a little bit different
put it that way and we thought to
ourselves okay
we do do a lot of co counseling
we have heard a lot of ceo speak there
should be a definitive answer out there
mckinsey and company should be able to
share with the world what is that role
and what more than just what's the role
what really distinguishes
the best from the rest
and that became kind of an idea that
captured our imagination and so we're
not just going to have a an instruction
manual that says here's how to play
guitar
we're going to say here's how you become
eddie van halen and jeff beck and eric
clapton as opposed to a weekend
guitarist so that set us off on our
journey i don't know if you'd add i i
mean the only other thing i would say is
when you actually look out there in the
world
you see a lot of books written about
leadership and many many excellent books
written about leadership
you'll find a lot of books written by
individual ceos on their journey but we
were unable to find that definitive book
written about
what really defines an excellent ceo and
to be honest
coming out of that journey in that car
it wasn't clear to us that we could
quickly articulate it
uh which is why we thought let's do the
deep research let's get get into the
minds of great ceos let's really pull
that out and really see if there's there
there and we're delighted that there was
that there there
there is there there and i think it's so
interesting that it came out of this
session which is for next generation
ceos right because when i think about
the book
and what we're hoping to to help and and
bring into the conversation it is to
demystify the role right they had come
to that session genuinely wanting to
learn
and the fact that there wasn't you know
a single answer
i think pulling it together is not only
helpful for individuals but for for
folks looking ahead looking to their
next leadership role the fact that there
are some clues and we can look and see
okay i could imagine being that one day
and yes it's an extraordinary role with
a lot of responsibility
but it's a role that you can learn and
it's a role that you can you can
experience and live into as opposed to
just being sort of a secret club right
that you either are in or not in i also
would say that i think that there are
some
valuable lessons in all of this for
someone who may not eventually become a
ceo
you know
and it's at its core it is a book about
leadership it's just taking a very
unique
lens on leadership which is the ceo
leadership role but
many of those lessons are very
translatable into many many other works
of life from a leadership world
[Music]
we did want to put real rigor into
how do we go about and figure out how to
separate you know who is the best so we
can talk about the best versus the rest
and what we said is look this is
something we're going to focus on let's
start with the 2 000 largest companies
in the world there's a list called the
global 2000 it's put out by forbes it's
the largest company in the world the
biggest most complex most global
companies
and we said let's take the top 1 000 of
those
and let's ask the question how many
people have been ceos of one of these
global 1000 companies this century
turns out there's been about 2 400 ceos
then we said
okay how about
tenure and how that should matter so we
we looked at ceos who had six years of
tenure or more
as the ceo of one of these 1000 largest
companies because we wanted people to
have to live with the decisions they
made and show some sustainability and
some confidence from their boards and
their shareholders
that brought us down to just under a
thousand ceos
who had led these companies for over six
years during their tenure
we then did a performance cut because
that's obviously going to be important
cut on the equation we said who created
excess total return return to
shareholder versus their peers so this
is taking out the effect of well we're
in a different industry it's a slower
growth industry it's that brought us
down to about 500 ceos
we then did a
another calling on it's not all about
financial performance it's about ethical
conduct it's about your
social environmental impact it's about
your succession planning and do you have
a plan in place or if you're a retired
ceo how did that transition go and how
much performance sustained afterwards
you go from there we got to 146 ceos
that we said
you know they're not the only ones who
are great necessarily but we believe
these are among the best in the world
this century
and the problem was we looked at that
list and we said it's heavily skewed
towards a certain profile it happens to
be male it happens to be white it's
somewhat u.s centric
and that's not the future profile of
ceos because it's not a diverse enough
group
so what we did is we we didn't lower our
bar on any of those things on
performance or conduct or anything of
that nature but we did look outside the
1000 largest companies
and we said we need to get diversity of
industries we need to get diversity of
gender we need to get diversity of race
and we ended up pulling in a number of
companies some of these were private
companies some of these were
not-for-profit companies like health
systems for example
and we ended up building back to 200
just because that was a nice clean
number and it gave us you know we added
back 30 more women 40 more people of
color so we felt like we had a good mix
and we had a good industry mix
and then we thought okay
200 people that's a lot of people to
interview
and so we said well let's just apply the
statistics and it's a 95 confidence
level we'll say do at least 65. so we
did 65 interviews
and we ended up having quite a good
response to our outreach and we had so
we technically did 67 in the end we
had people we couldn't turn away who
wanted to be part of the project
and we augmented that with a lot of you
know quantitative data too so it wasn't
just the interviews we were basing
things on we were also mining a huge
database of performance we put those
together to kind of come up with the
insights and it was just a joy to spend
you know two three hours interviewing
these truly amazing ceos um
asking about nothing but you know how do
you think about the role and really
getting into their mindsets
the one the one other piece i would add
is
this topic
with these excellent ceos
clearly resonated uh now i would say
a third of them
were retired two-thirds of them were
still active we did not reach out to old
200 i think if we'd reached out to old
200 we'd have we'd have had yeses from
about 150 people so
and and
we really only went out with them and
said here's why we're doing this here's
what we're looking to capture here's the
basis on which we were asking you in
terms of the
the criteria we had uh will you do this
and it really was not
difficult to get them to yes but the
topic
of cu excellence
you guys are trying to do this in a very
structured and thoughtful way actually
resonated with them and many of them
opened up their calendars they saw
something in the topic and they really
engaged in these conversations we were
quite thoughtful in trying to say what
are the lessons learned that are going
to be broadly applicable right so there
are some founders in the book we have
reed hastings there at netflix we also
have some family owned business leaders
we have a select few we were careful to
make sure that the founder-led co didn't
dominate because as we sat back we said
well when you're the founder and the ceo
you probably have more degrees of
freedom than a typical ceo would have
right you typically have ownership
control you know the your relationship
with the board is quite different than a
you know a typical ceo
and so we wanted to make sure we didn't
skew so much towards founders that for
the vast majority of ceos who are not
they can still do the things that we say
in the book and so we we have you know
select views in there but we wanted to
make sure it didn't dominate
but there's a book to be written on
founders ceo absolutely
absolutely founder ceos family of
business ceos there's a whole bunch
there excellence part two right there go
absolutely
[Music]
you know if we asked
you for example or anyone viewing this
and said you know who's the greatest
athlete of all time
you'd probably get a list of you know
the michael jordans the serena williams
the you know tom brady's that's where
the usain bolt uh whoever it might be
and there's that these are iconic names
that almost everyone could retrieve
if you did the analytics on who is the
greatest athlete of all time you
probably get more to someone called
ashton eaton
most people haven't heard of ashton
eaton ashton eaton retired in 2017
as the decathlon world record holder
he won i believe
he set the record three times in the
decathlon during his career
he won four world championships
um
you know
he he was someone that
if you go all the way back to jim thorpe
and you think about the decathlon itself
you know when jim thorpe won in 1912 the
the king of sweden said
sir you are the greatest athlete in the
world right and now you have someone in
2017 who has sort of eclipsed all the
records set the records et cetera but no
one's hard on him
and why is that well he's not actually
the best at any one
event he's really good so he's i think
he was the 14th best long jumper he was
among the hundred fastest film it wasn't
number one
and
when we looked at our list of names
there was quite frankly some names that
you know we were loosely aware of these
names but not they just weren't the
iconic names that you think of the jeff
bezos the zuckerberg that you know these
these the musk the founder-led ceo
things so there's an element of
celebrity that people gravitate to
which you know analytically we were kind
of excited to be able to tell the story
of a whole block of amazing ashton eaton
types who otherwise their story might
not get as told you know often the big
names have already written the books and
and that's all available out there so
there's also a little bit of a how can
we make the wisdom of this group the
decathletes available rather than just
the sprinter who's been the best in the
world who we all know their name there
was clearly a view expressed by a number
of them that says
you know we came into this role and in
many ways they certainly had to kind of
figure it out
on their own right they
typically would lean on the former ceo
for advice they'd lean on a few board
members they'd lean on
maybe they have a
external counselor a banker a consultant
that they're that that they get some
input from uh they might have uh uh
other privileged relationships they get
some input from they may have gone on a
bit of a listening tour to two or three
other ceos but they were essentially
making up
uh the playbook right many of them got
it right by the way and many of these
excellent ceos did amazing things in
their year one right and they they they
were bold in their vision they were
they went out with exciting
direction they pushed the organization
in interesting and remarkable ways
but
they didn't have a playbook so there was
clearly a thirst for
yeah i would have loved to have seen
something like this so if i can
contribute to it absolutely and i do
think that they've all got a great story
to tell and they were eager to tell it
and everyone's a little bit different uh
so this
you know it was our job to kind of find
the commonalities but every story and
every one of these 67 stories was unique
was different there were different
things that worked well for one ceo
versus another i actually also think
they enjoyed it themselves right i think
for a number of them they don't have a
chance to catch their breath yeah and so
you could see the wheels turning that
maybe they hadn't had time to sit down
and say well what have i done right what
were the lessons learned and so i think
it was it was sort of energizing as well
as imparting wisdom i thought it was
amazing how when we went out for
endorsements after virtually everyone
that came back to us one of the lines in
the endorsement was i wish i had this
book when i took on the role
and i do think um
you know even greg case of aeon when he
heard about what we were trying to do
when we were proposing doing the
interview he said wow
systematic pattern recognition over a
period of time from people who have done
this successfully
that
that i know of doesn't exist and that
would be really helpful and gee i wish i
had that back in 2005 when i took the
company over
[Music]
we had a group of 20 ceos together
earlier today as part of a workshop and
you look around and just the statistics
would say
that among that group wow you know eight
of you are probably be considered
failing
when we get to that three year mark
our hope i mean the ceo role for as far
as it hard as it is
it's commensurately high impact in the
world about 70 million people who report
to the ceos
if you look at the 200 people we
identified we
we did the math on it and they create
in their during their tenure
they created 5 trillion more dollars of
value
than their peers
five trillion that's that's the gdp of
japan
and the third largest largest economy so
you think about just
contribution to economies contribution
to gdp societies it it's an important
role and then you add to that all of the
social all of the environmental aspects
that actually
are
under the remit of these large companies
and you say
if we can do anything to help move that
needle from two out of five to even 1.5
out of five that's great for society
that's great for humanity as a whole and
so i think our hope is that it does make
a dent how much of a dent who knows but
any dent it makes is is well worth
having put the time in i think a huge
part of the ceo role now is external
right so the days of just setting your
strategy and running your organization
and delivering for shareholders
that's only half the job right the the
demands being placed on ceos to both
manage external stakeholders and be
thoughtful about their expectations of
the company whether it's regulators
investors customers the public at large
that is part of the ceo role to think
that through
and you know if you think about the last
two years and the pandemic and all of
the external shocks happening there
ultimately it's the ceo who is the
integrator who has to think about how to
navigate those moments right so how do
you help the person in those shoes who
are looking across all of the trends
internally seeing what's happening in
the world
think ahead both of you know there's
this phrase having a microscope and a
telescope right they need to manage the
day-to-day and be thinking ahead and i
think it's the ceo role even that's more
important now than ever right as we
navigate all these twists and turns
that's what makes it such a challenging
role if you're going to move this needle
on being an excellent ceo
i think the one thing you would take
away right is regardless of context
regardless of circumstance regardless of
industry
all of that
there there is an aspect around great
ceos are bold uh great ceos are bold and
you can be bold regardless of context
right or you can be bold within that
context right you ask the question
around
can this help make ceos more successful
i would argue that if they're not bold
in that first year
you know
you know they're not going to move the
needle that is the crux that will
actually let you conquer any context
and let you conquer
any any uh uh any situation around
failing right that is your one safeguard
against failure in many ways a ceo in
any given context they're handed an
endowment from the previous ceo there's
a certain amount of r d that's happened
there's a certain talent base that's
there there's a certain debt leverage
that's there so there's you know you're
kind of saddled with some stuff when you
take it over there's also trends in an
industry or macroeconomic trends which
you may or may not but probably don't
have a ton of control over depending on
your company
and those do account for 55 percent of
what drives a company's performance so
if you pick a good industry to be a ceo
and it's growing you're naturally going
to do better
what is interesting though is 45
is under ceo's control and what we found
with these ceos who are truly excellent
they think about that 55 differently
than most they don't really think a lot
of that is out of their control
especially in this realm of boldness so
part of you know one of the big things
we learned is
ceos really thoughtfully migrate their
portfolio into high growth businesses so
just because you're you've come into an
industry that's low growth and has
certain trends first of all how do i
become an exceptional futurist and ride
these trends like a surfboard rather
than let them be waves that wash over me
and drown me
secondly how do i think about there's a
better beach to surf on and how do i
make my way towards that beach over time
so we saw chemicals companies become
life sciences companies we saw kind of
old energy companies between become
clean energy companies we saw
you know ajay banga gave us a great
example where it was like we thought of
ourselves as a payments company
and until we said wait a second only 20
of all transactions happen
electronically let's kill cash
it all of a sudden there's a completely
broader playing field that you're
thinking about so i do think they they
think of trends and they think of
endowment so to speak as not just what
i'm given but how do i
turn those into opportunity and that's
where the bold mindset comes in if you
have a bold mindset you think about
it might be a little bit of a risk but
i'm not risking the company and i can
actually
go and test and learn and really drive
something meaningful here so
[Music]
i think the role of the ceo is only
getting more complex and more important
and some people have been surprised that
it was six dimensions isn't that a lot
and i do think some of those dimensions
might not have been there had we done
this book 40 years ago
but the complexity of the role the the
need to align and mobilize not just your
own organization your board your
external stakeholders these broad groups
at a pace unseen before when you think
about how quickly decisions are getting
made and industries are getting
transformed
if anything i worry it's become a
superhuman job right there's so much in
that one role to both
internal external present future all of
these lenses that they're wearing at
once
i think
the need to be able to think through a
whole system view and galvanize a whole
group around you to get this job done is
is only going to be more important going
forward to spin all these plates how can
you do that it's going to take a village
and it's a village that's led by the ceo
i might take a somewhat different lens
on it which is
perhaps with the exception of external
stakeholders where i think the demands
on a ceo relative to history have grown
over time i actually think many of these
lessons were always there right
and to that extent i believe they're
timeless and the world will change and
the world will get more complicated and
there'll be new trends and all of that
stuff will happen but i think some of
these lessons are timeless we were
actually quite purposeful
in trying to not be timely but be
timeless
to what vic has said and i go back to
the sailing analogy you know those
fundamental principles of sail trim boat
trim course made good all the jargon
around just how do you keep the boat in
balance how do you not go you know how
do you manage the wind how do you
those have been true since the first
sailing ships on the nile you know
however many thousand years ago
a lot has changed in the meantime though
we have you know the keel um but the
fundamentals haven't changed and we
purposefully
tried to stick to the fundamentals
and we believe the fundamentals apply to
upcoming challenges and what's going to
happen with crypto what's going to
happen with china chinese u.s relations
that's going to have real influence on
business what's going to happen with
return to work and how future of work
actually evolves re-skilling
you know all of these big challenges
supply chain resilience etc
ceos are going to have to set direction
they're gonna have to align
organizations they're gonna have to
mobilize leaders they're gonna have to
deal with boards they're gonna have to
manage stakeholders and they're gonna
have to manage themselves in ways that
are
excellent through all of those trends
and by the way in 20 years there's going
to be a whole new set of trends and 20
years ago there was a whole different
set of trends
and so i do i just would really endorse
what vic saying around we've tried to
keep it more towards
what's true versus what's new if you
will
[Music]
let's think about some of the aspects of
the role
so when it comes to setting direction
there's vision
strategy resource allocation
let's apply it to actually even someone
who's not in a leadership role
other than leading themselves
do you have a vision for where your life
is headed do you have a set of bold
moves you're taking to move towards that
vision and have you allocated your time
and energy and resources to support
those bold moves to take you towards
that vision
already those are interesting questions
for someone to face into if you're
leading a team those are interesting
questions for some to face into let me
come back to someone who's like leading
a scout troop i want to be the best
scout troop
in the city
and there's some measure for that right
well we would you know the learnings
from the best ceos would be like look
that's that's cool
but why wouldn't you reframe that to say
you want the scout troop to be the most
meaning-filled scout troop in the
country
what would that mean and is that a
better vision i don't know i mean maybe
it is maybe it isn't but it would prompt
you to say
wait just because i'm leading a scout
troop do i have to define within
the small arena that i'm taking over
because because one of the big insights
is
these ceos reframe the game they
actually just change the playing field
on which we're thinking about
so a lot of those questions are good
questions to ask and a lot of the
answers are
counter-intuitive in a sense that
they're just not naturally where you
would go we've taken the ceo excellence
lens
but it's
it's a book about many things in many
ways it's a book about leadership
broadly writ
it's certainly a book about how one
might excel in
life more broadly right you can pick out
all kinds of lessons from this
uh which i
which i think we all sincerely hope
people will will will look at if great
leaders can lead well maybe i can learn
something from this maybe i too can take
away some nugget some view some wisdom
that i i can apply in my life uh broadly
with i think equally important is
ceos have extraordinary influence on our
lives day to day right in the countries
in the communities that they serve in
and the the teams that they lead
and so i think for us all to understand
what is that role what does that look
like what does it mean to be a good one
and how do we collectively set these
roles up for success it's back to your
point earlier scott of we actually can't
afford for these folks to fail right
they they need to do well because they
have such an influence on on so much of
what we do and so i think it's just it's
a good contribution for all of us to
understand that role better so that we
can collectively improve the odds i also
think at the end of the day
we have written a damn good story
it is a interesting exciting read
regardless of which walk of life you're
in right i just think it's a damn good
story there's stories of grit and
resilience and hard work
what does it take to achieve
extraordinary things of real people
we've all had that experience of being
part of a peak performance
team or hopefully we have in some place
in our life right
these are ceos who have taken
one of the most complex contexts in
which to create high performance and
found a way to do it
those lessons
can be applied then into far less
complex situations
in highly relevant ways and i love what
larry kolp told us again larry cole
current ceo of ge former ceo of danaher
he said you know guys this role is fun
this role is fun because it feels like
when i was on my high school basketball
team we had a group together who were
running hard we had each other's backs
and it's it's fun
and i think the promise of a lot of
these learnings are how do you take all
the aspects of your leadership life
and get that magic that you know that
high school basketball team had that
it's actually fun to be part of it to me
that's a really exciting part about how
translatable all of this is into the
broader leadership arena if it applies
at the ceo role it probably applies in
most of the other contexts
[Music]
you
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