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Seven Surprises for New CEOs
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Seven Surprises for New CEOs > Best Practices

S. M. Sapatnekar, Director, India
Anyone new to a position is a learner; most CEOs will not readily appreciate that. To be the top boss is a cherished ambition. On attaining it, one invariably presses the "undo' switch to assert his identity. This comes with an unconscious desire of past insults, past dreams, old value system and disregard to generation gap - now it changes every seven years. Also, there is a bad trend established; two quarters of low profits - and the CEO is on way out. There is a callous disregard to external economic environment. Quite often the 'board' is wise in hindsight. With such predatory approach, do we really expect a CEO to perform? He is busy creating evidence to show 'I told you so'. Why is there never a discussion as to how the board members perform? Or are they born with all wisdom? (...) Read more? Sign up for free

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  Jean Francois Sonson, CEO, Saint Lucia
 

Evaluating Board Performance

Performance evaluation should not be restricted to (...)

 
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Special Interest Group Leader

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Seven Surprises for New CEOs
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