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Asking reports if they would recommend their manager provides efficient management assessment.
By Katrina Pugh and Laurence Prusak
In today’s interconnected world, networks for sharing knowledge are increasingly important.
By Robert J. Thomas et al.
Human resources executives believe the next generation of global executives will be more diverse.
September 12, 2013 | By Monika Hamori and Burak Koyuncu
New research suggests that hiring a CEO with previous experience in the role is not always a wise choice. Authors Monika Hamori of IE Business School in Madrid and Burak Koyuncu of Rouen Business School in Mont-Saint-Aignan, France, collected data on 501 CEOs of S&P 500 corporations. About 20% had at least one prior CEO job. Their findings? “Our research found that these prior CEOs performed worse than their peers without such experience.”
In fact, they found that being a prior CEO was negatively and significantly associated with three-year-average post-succession return on assets.
Why does this happen? “We suspect that the job-specific experience these CEOs gained in their prior CEO job or jobs interferes with their performance in the new position,” Hamori and Koyuncu write. “Their job-specific experience may slow down learning because some knowledge and techniques need to be “unlearned.”
Hamori and Koyuncu suggest specific ways that CEOs can avoid the “experience trap,” including taking an interim position or an appointment to the company’s board. They cite the experience of Dan Akerson, an experienced CEO who was a General Motors board member before being appointed GM’s CEO, as an example of how to make such a transition work.
Every leader has areas for improvement, whether it’s in interpersonal relationships or crisis management. These articles offer ways to identify weaknesses and build new strengths.
Ginka Toegel and Jean-Louis Barsoux
To grow as an executive, you need to recognize and manage your strongest tendencies.
Chris Ernst and Donna Chrobot-Mason
Today’s collaborative and creative leaders engage in six boundary spanning practices.
Michael Useem et al.
Key leadership decisions made during the 2010 mine cave-in crisis.
George S. Day and Paul J. H. Schoemaker
CEOs need to scan for the faint — but vital — signals that will help give their companies an edge.
Robert E. Kaplan and Robert B. Kaiser
The importance of nurturing both strategic leadership and operational leadership skills.
Peter M. Senge
Themes from Senge’s book “The Fifth Discipline: The Art and Practice of the Learning Organization.”