I 100% agree with this take and have experienced it firsthand as an executive, both navigating it successfully and poorly.
I’ve been thinking about this a lot in my work now, particularly given that the worst thing you can do is resist. Love the analysis here and the recommendations. I would also add that it can be helpful to align yourself with priorities that feel important to new leadership. The more you can angle yourself as an asset (without being fake or overdoing it), the better standing you’ll be in.
Terrific article. I can tell you first hand in my experience as a CEO coach, I have never been retained by more boards than I have the past 12 months with requests to work with their CEOs to help them hear needed feedback, get coached, make changes and stay relevant in their roles. Part of it is Gen AI, increased competitiveness and many other threats, but my experience is many boards are asking if they've got the right jockey on the horse.
This applies to not just CEOs but reckon extends to senior leaderships under the GM structure as well. Loved the write up!
I 100% agree with this take and have experienced it firsthand as an executive, both navigating it successfully and poorly.
I’ve been thinking about this a lot in my work now, particularly given that the worst thing you can do is resist. Love the analysis here and the recommendations. I would also add that it can be helpful to align yourself with priorities that feel important to new leadership. The more you can angle yourself as an asset (without being fake or overdoing it), the better standing you’ll be in.
Terrific article. I can tell you first hand in my experience as a CEO coach, I have never been retained by more boards than I have the past 12 months with requests to work with their CEOs to help them hear needed feedback, get coached, make changes and stay relevant in their roles. Part of it is Gen AI, increased competitiveness and many other threats, but my experience is many boards are asking if they've got the right jockey on the horse.