Recognizing Weaknesses – An Essential Part of Violent Leadership

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the ceo magazine, leadership,
Wesley Middleton, Author, Violent Leadership: Be a Force for Change. Disrupt. Innovate. Energize

Traditionally, an effective leader was seen as someone equipped with a variety of skills essential for them to grow a business. This notion has remained a part of our belief for a long time, and because of this notion, we expect leaders to be experts at everything. However, this expectation brings massive pressure and is now seen as ineffective by many. While becoming a leader entails work that grows a business, it should not include the leader being responsible for every task.

Making Tough Calls and Complex Decisions As A Leader

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the ceo magazine, decision making,
Karyn Schoenbart, CEO, The NPD Group

As a leader, it’s critical to make important decisions in a timely manner. You will never have all the data, complete consensus, or a crystal ball. You just need to make the best decision you can with the information you have at the time. However, having a process for making complex decisions can help.

Climbing a Different Kind of Corporate Ladder

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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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