According to Egon Zehnder’s Jean-Pierre Pedrazzini, most CEOs operate at just 50-75% of their potential, and before being able to transform their company, CEOs first need to transform themselves. In an interview with ‘Agefi’s Elsa Floret, Pedrazzini discussed the results of Egon Zehnder’s global CEO survey, how the role of an executive is changing and how to measure the potential of a future CEO.
According to Vivek Khemka, who co-leads Egon Zehnder’s CEO Practice in India, chief executives are, in general, quite confident in their skills and their abilities, but at the same time also admit that certain parts of the role have proven more challenging and isolating than anticipated.
On January 17, 2018, Egon Zehnder’s Istanbul office convened a group of Turkey-based HR leaders for a breakfast discussion focused on leadership development based on the article of Turning Potential into Success: The Missing Link in Leadership Development by Claudio Fernandez-Araoz, Andrew Roscoe and Kentaro Aramaki.
It is a truism of corporate governance that a strong, highly functioning board can be an invaluable asset to management, going beyond oversight to provide guidance and strategic counsel to the CEO and his or her team. But these benefits can only be realized if the board and management have the trust and transparency that allows for candid, constructive conversation.
The maker movement is a cultural phenomenon that celebrates shared experimentation, iterative learning and discovery through connected communities that build together while always emphasizing creativity over criticism.