“The best CEOs I work with are always learning,” says Stephen Miles, founder and chief executive of The Miles Group. “The certainties of today – whether it’s relying on a particular business model or banking on a ‘category killer’ or operating under a particular regulatory framework – can be up-ended and disrupted tomorrow. Corporate chiefs who internalize this reality are best equipped to steer their companies through disruption.”
Recently, G100 Network and SSA & Company, in partnership with Spencer Stuart, hosted a group of Fortune 500 CEOs and talent experts from the energy industry in Houston for a discussion on attracting and developing talent.
We asked several prominent business leaders and management consultants to use a tweet to suggest one resolution you should make to enhance your life and your career in 2013. Here’s what they had to say in 140 characters or fewer:
The New Year promises to be a year of “stakeholder overload” for corporate leadership. The growing number of constituents weighing in on company operations—going far beyond activist investors and shareholders to include many more regulators, local governments, NGOs and a host of special interest groups—is placing greater demand on leaders and on the corporate brand itself.
In the spirit of the holidays, we wanted to share two of this year’s most inspiring business stories – which I was exposed to at my recent Deming Center board meeting. The Deming Center for Quality, Productivity, and Competitiveness at Columbia Business School is a consortium of leading institutions chartered to create operational excellence in major corporations worldwide. The stories below feature insights from recent talks given by two outstanding leaders.
It’s never been a more difficult time to be a CEO,” says Stephen Miles, founder and chief executive of The Miles Group, which advises top CEOs and boards globally. “With 2013 around the corner, corporate leaders are facing some of the most challenging times of their careers. Companies’ unprecedented exposure on the regulatory and reputational fronts requires that CEOs get in and manage a lot of this themselves, in addition to providing inspiring leadership in the face of so much uncertainty.”
“For CEOs, there is no off-season,” says Mr. Miles. “They need to constantly quarterback multiple constituencies as well as communicate effectively with their boards, and these interactions can challenge even the most talented corporate chiefs.
Five Ideas That Made Us Think:
1) Why Business Execution Matters – A Lesson from Yahoo’s CEO, Marissa Mayer. 2) How Strategic Talent Management Drives Financial Returns. 3) Big Data is Getting Even Bigger. 4) In the Right Operating Conditions, Large Companies Can Innovate Too. 5) How (and Why) Executives Leaders Should Master the Art of Listening.