The Practical Leader

JANUARY 11, 2023

Or look at a shorter, more visual chart on doomsday forecasts predicting the end of the world (including revised dates — also wrong) published by The Economist in 2015. Harvard Business School professor, James Heskett, poses a vital question in “Should Managers Bother Listening to Predictions?”

Agility 69

Agility Heskett Armstrong Uncertainty 69

Strategy Driven

AUGUST 28, 2015

I was with Cactus at a remote for Armstrong-Johnson Ford. Senior corporate executives, especially those who rose to the rank of CEO, have had to adapt more in their careers than young people who never rise past mid-management. Copyright 2007-2015 by StrategyDriven Enterprises, LLC. People get what they pay for.

Pryor 50

Pryor Mentor Learning-by-Doing Audience 50

Harvard Business Review

SEPTEMBER 25, 2017

But some CEOs have managed to resist these tendencies. A 2015 Harvard Business School study showed that CEOs’ schedules typically leave them with as little as 15% of their time for working alone. ” Yana Kakar, Global Managing Partner of Dalberg, reserves 3 two-hour blocks of time for reflection each week.

How To 13

How To CEO Kahneman Armstrong 13

Harvard Business Review

OCTOBER 2, 2017

In 2015 and 2016, we witnessed dozens of CEOs speaking up against anti-LGBT laws in a handful of states such as Indiana , Georgia , and North Carolina. For example, Oath/AOL CEO Tim Armstrong tweeted “Hard 2 Believe #charlottesville taking place. Most of these CEOs have been based in the U.S., but many lead global companies.

CEO 8

CEO Travel Letter Diversity 8