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

Keynote: Leader of the Future

I do quite a few keynote speeches both for businesses, conferences and universities.

One I did recently in the USA was for the global software company Optym (www.optym.com). They videoed it and kindly made it available for my network.

If you are looking for a practical keynote around leadership, strategic thinking or execution (getting things done)  please connect.

Leader & Business Succession = The Big Opportunity

So often the topic of succession is ignored or seen as negative. The reality is that it offers a big opportunity to ensure business continuity, a legacy to be realised or an investment to be realised. A culture that invests in leadership assists greatly in ensuring that a business will thrive beyond its current leader (be that a founder, owner or professional CEO).

In this video John Spence and I discuss the topic and some of the challenges and opportunities.

Advisory.Works in Action

Each week we are delivering valuable services as true trusted Advisors throughout New Zealand, Australia and the USA to High Performance Businesses and Executive Leaders looking to Execute, simplify their business and to increase their influence as professional leaders. A snapshot of the team in action.

Insanity: Having No Strategic Execution Plan.

I have just spent several days working with a large listed Australian company at an offsite in the Blue Mountains. They were taking their Strategic plan and consciously building their plan to execute the Strategy. Typically you should spend as much time planning the execution as you do making the Strategic plan and yet this is rarely done.

This is core business for Advisory.Works as our clients know & it prevents one of the biggest frustrations in business today: A lack of execution. Nothing happens…..a great plan is never realised, it sits on the shelf and gathers dust. This is total insanity & so often Business Leaders wonder why their fantastic Strategic plan never ever gets executed. How can it?

Here are a few thoughts on Disciplined Execution from a recent CEO Leadership Panel I was part of in Christchurch.

2 Minutes with ARANZ Geo CEO Shaun Maloney

Shaun Maloney is the CEO of ARANZ Geo, a finalist Company at the recent New Zealand High Tech Awards in Auckland. Shaun is a recipient of the Prime Ministers Leadership Award and has been a client of Advisory.Works for a number of years as his Company grows and scales. Here is a 2 minute video with him outlining why he works with our company in the Strategic Execution and Executive Leader Development areas.

The Team in Action.

Every day and every week our team of clever leaders are lucky enough to influence and support some iconic brands and high performance leaders. As a premium brand focussed on making a significant impact we work with selected organisations across New Zealand, Australia and the USA. This video outlines some of our recent work and I am proud to lead it.

As a Leader you need to “Slay Dragons”

Are you slaying dragons?

We use this video on our Executive Leadership Program. It nicely tells the story of the soft (EQ) skills that are so important as a modern business leader. In fact to move beyond transactional type management and to develop as a leader who can adapt, flex and grow a business in todays disruptive environment these are the skills to develop.

It constantly amazes me how many professional leaders don’t invest in their own ongoing professional development. Those who do achieve a major competitive, they consistently out perform competitors by having a highly engaged confident team delivering exactly what clients need. They pivot through disciplined execution to stay ahead and they are highly profitable.

They have clarity.