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There are many factors that go into the gender pay gap and the lack of gender diversity in senior leadership teams of most major organizations.    While there are many cultural, historical and structural reasons for this, the idea of limiting beliefs is one that Michelle Thomas, the Global Leader of Inclusion and Diversity at MARS, believes is one of the most significant reasons.

Granted, leaders gain visibility for their message by speaking at a major industry event, international conference, or even a local community affair. But just as with movies, games, and apps, leaders increase their popularity and influence to a tipping point when employees share their opinions of that leader with their colleagues.

the ceo magazine, leadership qualities,
Les Trachtman, CEO, The Trachtman Group

The biggest challenge that a founder or early stage company CEO faces is oddly not survival of his company but how his role needs to change as his company grows and matures. Many leadership transitions (founders being fired) occur when the company’s needs grow faster or in different direction than the CEO’s capabilities. In fact studies have shown that the more quickly a company becomes successful, the more likely it is that its founder gets replaced.  Fast scaling organizations require a chameleon like leader who can acquire new skills as his environment changes.  Those that don’t are replaced. It takes a deep level of self-awareness for a CEO to realize this is occurring and a level of maturity not found in many to do something about it.  Knowing when to continue to climb the leadership value ladder and when to gracefully dismount is the key to avoiding an uncomfortable, abrupt and often destructive CEO transition.

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