{"title":"刺破首席执行官的泡沫","authors":"Ty Wiggins","doi":"10.1002/ltl.20844","DOIUrl":null,"url":null,"abstract":"<p>The author draws on his experience as the lead of Russell Reynolds Associates/RRA, CEO & Transitions Practice. He describes how Chief Executive Officers/CEOs operate in a bubble, yet do not always realize that is the case. This “requires adjusting your thinking and behaviors—to create an environment in which people feel comfortable telling you what they’re really thinking and to remove your biases, so you open yourself to the true realities in front of you, rather than trying to confirm to what you think you already know.” He continues that “working on understanding and mitigating your biases is a key aspect of leadership (and human) development. There will be several that will impact the way you think and operate, consciously and subconsciously.” He describes what can happen early in a CEO’s tenure, regarding awareness of relationships with others and what changes occur, and the importance of listening. Executives quoted are: PepsiCo’s CEO Ramon Laguarta, Whirlpool CEO Marc Bitzer, and Carol Tomé of UPS.</p><p>“Your goal as the new CEO,” the author concludes, “or any new senior leader, is to get up to speed and become effective as fast as you possibly can.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"28-33"},"PeriodicalIF":0.0000,"publicationDate":"2024-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"BURSTING THE CEO BUBBLE\",\"authors\":\"Ty Wiggins\",\"doi\":\"10.1002/ltl.20844\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>The author draws on his experience as the lead of Russell Reynolds Associates/RRA, CEO & Transitions Practice. He describes how Chief Executive Officers/CEOs operate in a bubble, yet do not always realize that is the case. This “requires adjusting your thinking and behaviors—to create an environment in which people feel comfortable telling you what they’re really thinking and to remove your biases, so you open yourself to the true realities in front of you, rather than trying to confirm to what you think you already know.” He continues that “working on understanding and mitigating your biases is a key aspect of leadership (and human) development. There will be several that will impact the way you think and operate, consciously and subconsciously.” He describes what can happen early in a CEO’s tenure, regarding awareness of relationships with others and what changes occur, and the importance of listening. Executives quoted are: PepsiCo’s CEO Ramon Laguarta, Whirlpool CEO Marc Bitzer, and Carol Tomé of UPS.</p><p>“Your goal as the new CEO,” the author concludes, “or any new senior leader, is to get up to speed and become effective as fast as you possibly can.”</p>\",\"PeriodicalId\":100872,\"journal\":{\"name\":\"Leader to Leader\",\"volume\":\"2024 114\",\"pages\":\"28-33\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2024-08-11\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Leader to Leader\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/ltl.20844\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Leader to Leader","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/ltl.20844","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 0
摘要
作者以自己作为罗素-雷诺兹联合公司(Russell Reynolds Associates/RRA, CEO & Transitions Practice)负责人的经验为基础。他描述了首席执行官/CEO 是如何在泡沫中运作的,但他们并不总是意识到这一点。这 "需要调整你的思维和行为--创造一种环境,让人们能够自在地告诉你他们的真实想法,并消除你的偏见,让你敞开心扉去面对眼前的真实情况,而不是试图去证实你认为自己已经知道的事情"。他继续说,"努力了解和减少自己的偏见是领导力(和人类)发展的一个关键方面。会有几种偏见会有意识地和潜意识地影响你的思维和工作方式"。他介绍了首席执行官任期初期可能发生的情况,包括对与他人关系的认识和发生的变化,以及倾听的重要性。引用的高管包括作为新任首席执行官,"作者总结道,"或任何新任高级领导者,你的目标是尽快进入状态,变得高效。
The author draws on his experience as the lead of Russell Reynolds Associates/RRA, CEO & Transitions Practice. He describes how Chief Executive Officers/CEOs operate in a bubble, yet do not always realize that is the case. This “requires adjusting your thinking and behaviors—to create an environment in which people feel comfortable telling you what they’re really thinking and to remove your biases, so you open yourself to the true realities in front of you, rather than trying to confirm to what you think you already know.” He continues that “working on understanding and mitigating your biases is a key aspect of leadership (and human) development. There will be several that will impact the way you think and operate, consciously and subconsciously.” He describes what can happen early in a CEO’s tenure, regarding awareness of relationships with others and what changes occur, and the importance of listening. Executives quoted are: PepsiCo’s CEO Ramon Laguarta, Whirlpool CEO Marc Bitzer, and Carol Tomé of UPS.
“Your goal as the new CEO,” the author concludes, “or any new senior leader, is to get up to speed and become effective as fast as you possibly can.”