8 ◼ Getting the CEO and Executive Team Right
We began this book by examining the growth curse and the role CEOs play in perpetuating the illusion of growth and, in so doing, hastening the demise of the firms they lead. Having then gone on to look at the roles and responsibilities the board needs to undertake to arrest short-termism and support the long-term prosperity of the firm for the benefit of all stakeholders, we now return to the subject of the CEO. More precisely, what attributes, skills, and experience should the board look for (and avoid) in a CEO?
Breaking the growth curse cycle and having a greater focus on meeting sustainable stakeholder needs calls for collective leadership and responsibility. That’s not to say the importance of ...
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