"It wasn't that they were superhuman. It's that they learned faster, they were more adaptable and they had structures ... institutionalized methods for being able to neutralize their excesses and capitalize on their strength and edge."
"don't bring your best self, bring your worst self-put the problems on the table."
"willing to share when things aren't going well ... so we can fix it."
"curiosity and learning mindset,"
The modern CEO faces roughly twice as many issues as five to seven years ago, increasing role complexity and pressure. Sixty-eight percent of incumbent CEOs reported feeling "ill-prepared" when they stepped into the role. High-performing CEOs exhibit a pervasive curiosity and learning mindset, learn faster, adapt more quickly, and implement institutionalized methods to manage weaknesses and amplify strengths. Top leaders cultivate organizational candor by encouraging teams to surface problems rather than hide them. Sustained high performance relies on deliberate structures for feedback, mechanisms to neutralize excesses, and cultural norms that prioritize honest problem-solving and continuous learning.
Read at Fortune
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