Leadership Lessons from 200 CEO’s: 2017

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Annually since 2013 I have surveyed over 200 CEO’s across the USA, Australia and New Zealand to seek feedback on two key questions relating to what they have learnt and what challenges they feel they face over the coming 12 months. As you can imagine it creates a huge amount of information which takes some time to distil down to the key patterns that show up across all the replies. It is also a very interesting document to read because these busy business leaders have taken the time to reflect and answer the questions.

The trend over the last five years has been the impact of constant change, the challenge of developing teams who can perform in change and who have the resilience to perform under pressure. There is much more awareness of the importance of a good culture of engagement and the need for governance, mentors and coaches to stay ahead of the crowd (competitors). I do note that the CEO’s surveyed are leading high performance companies that perform year on year despite market conditions and competitor moves so they are adaptable and already good at execution.

Question 1: What are the three biggest leadership lessons you have learnt in 2017?

  1. Disruption affects all businesses. Change is constant and getting faster and regardless of what industry you are in technology change with have a significant impact on how you lead. Developing change leadership skills is critical.
  2. Behaviours make a big impact as you develop a team. Take the time to define the values, team behaviours (& expectations) so you can expect and demand more of your people. It also provides consistency and builds culture of trust through clarity and communication.
  3. As the CEO I cannot be indispensable. I have to allow others to step up and lead in order to develop future leaders and successors.

Question 2: What are the three biggest challenges you will face as a leader in 2018?

  1. Developing depth in my team to reduce risk and workload i.e. Talent/bench strength both in the senior management team and across other key leaders (Succession, coaching, training).
  2. Implementing good/effective governance and trusted external mentors, advisors & specialists to cover my blind spots and those of our company.
  3. Velocity of execution. Getting the important things done that will ensure the future success of the business, whilst maintaining annual growth and the complexity of the day to day churn of the business.

You can see the results of last years survey here.

You can look back over a summary of the last five surveys here.

I thank all those CEO’s who took the time to reflect and provide feedback.

Kendall

Grit = High Performance Leadership

www.kendalllangston.com

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