Maintain balance
| | New from McKinsey & Company | | | | | | Even at its irreducible core, the CEO role is a massive in scope:- Setting direction
- Aligning the organization
- Leading through leaders
- Engaging the board
- Connecting with stakeholders
- Managing personal effectiveness
| | | That there’s so much to do is as liberating as it is daunting: It means that a CEO needn’t excel in every area and instead should focus being a consummate integrator, orchestrator, and connector across all the areas. That’s based on more than 20 years’ worth of data on 7,800 CEOs from 3,500 public companies across 70 countries and 24 industries. | | See what the authors have to say about how the best CEOs maintain balance in this final video of a seven-part series on the #CEOExcellenceBook. | | | | | | | “I’m good at a lot of stuff and perhaps I can do one or two things very well, but I’m not necessarily the best at it all. But that’s not important. For a CEO, what’s important is that you can balance everything together. You’re not supposed to manage just one dimension within the framework.” | | | | | | | | | | | | | | | | | Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. | | | Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. | | | | This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. | | You received this email because you subscribed to our Corporate Finance alert list. | | | | Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007 | | |
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