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Bill Gates, Micosoft CEO, at IT Forum 2004 in Copenhagen (Source: Wikimedia Commons)

How CEO Personality Impacts on Firm Performance

Idea posted: October 2016
  • CSR & Governance
  • Leadership & Change

Different personality traits, such as openness to change, conscientiousness and extraversion, are associated with different approaches to investment decisions and differences in firm performance, according to a new study using linguistic metrics for personality.

Idea #632
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Lifecycle of the Emperor Penguin in Chinese, designed by Zina Deretsky, National Science Foundation, Arlington V.A. (Source: Wikimedia Commons)

Seven Key Steps to Effective Succession Planning

Idea posted: October 2014
  • Leadership & Change
  • Learning & Behaviour

Strong leadership is key to the success of a company, yet most companies do not have an actionable succession planning process in place to replace departing CEOs or key C-Suite executives. The solution: to craft succession plans closely tied to coaching and internal talent development.  

Idea #452
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Richard Long, Edward G. Robinson, Loretta Young, Martha Wentworth, Orson Welles, Philip Merivale, Byron Keith, in The Stranger, 1946, directed by Orson Welles (Source: Wikimedia Commons)

Succession Planning: Boards Need to Know Their Senior Managers

Idea posted: October 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

When a CEO leaves, his or her successor will be chosen from among internal and external candidates. Research shows that a board of directors will know surprisingly little about internal candidates, since directors have minimal interaction with executives below the CEO level — often limited to formal board presentations. Effective succession planning requires directors to become more directly involved in the organization’s talent development program.

Idea #443
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Holy Roman Emperor Charles V, enthroned over his defeated enemies, Giulio Clovio, mid 16th century

What Boards Think of CEOs

Idea posted: September 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

The greatest weakness of CEOs is their lack of people management and talent management skills, according to a Stanford Graduate School of Business survey of Boards of Directors. However, the directors themselves must shoulder part of the blame: the survey also shows that when evaluating their CEOs, boards place significantly more value on financial metrics than any other factor. 

Idea #439
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Napoleon's retreat from Moscow, Adolph Northen (1828–1876)

Power Reduces Awareness of Constraints

Idea posted: December 2013
  • Leadership & Change

Whether imagining the future or reviewing the past, powerful people are consistently less aware of constraints and obstacles than the less powerful. This lack of constraint awareness explains their inhibition in attacking daunting goals and projects, but can also make them somewhat reckless and risk-taking.

Idea #279
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Leaders Less Stressed than Followers Due to a Sense of Control

Idea posted: September 2013
  • Leadership & Change
  • Learning & Behaviour

Today’s leaders face increasing demands and must be inundated with stress, right? Not so according to this research, which suggests that the heightened sense of control that accompanies leadership may actually help to reduce stress levels. In fact, non-leaders are probably more stressed than their leaders are. 

Idea #211
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World War II poster (detail) J. Howard Miller, 1918–2004

The Value of Front Line Managers

Idea posted: April 2013
  • Leadership & Change

Front-line bosses may be far more valuable for an organization than has been previously thought. According to research from Stanford Graduate School of Business, good as opposed to poor line-managers and supervisors can increase organizational productivity by as much as 11% — or the same amount as adding an additional worker to a nine-member team!

Idea #133
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Women in an Interior, Fernand Léger, 1881 - 1955

Why Good Bosses Tune Into Their People

Idea posted: February 2013
  • Leadership & Change
  • Learning & Behaviour

A Swedish study tracking just over 3,000 men for ten years found that those with bad bosses suffered 20–40% more heart attacks than those with good bosses? So having a bad boss can literally kill you! Research shows that good bosses get more from their people, demonstrate better employee retention and much more. This Idea offers some advice on how you can be one too.

Idea #093
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Battle of the River Plate, 1956, Dir. Powell and Pressburger

Leadership Alignment and Strategy Implementation

Idea posted: January 2013
  • Strategy
  • Leadership & Change

It is essential for leaders to understand how to ensure strategic decisions are effectively implemented throughout their organizations. In this respect, leader effectiveness in the aggregate across different levels, as opposed to individual leadership actions, has the most significant effect. This Idea looks at the importance of leadership alignment in implementing strategy. 

Idea #032
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