Traditional approaches to assessing and developing senior leaders often fall short. So how can companies make better choices when it comes to filling top jobs? An analysis of more than 2,500 leaders shows what differentiates a great leader from a good one.
Today’s business leaders face the challenge of producing growth while continually preparing their employees to take advantage of new technologies. Organizations know it’s important to create the right experiences at work to attract, keep, and upskill key talent, but many are failing to deliver, according to a global survey of business and HR leaders. There are actions organizations can take to bridge the gap between where they are now and where they need to be to future-proof their workforce.
When faced with a challenging situation, what’s your go-to approach? Do you default to what’s familiar in order to muster confidence and make quick progress, or do you stretch out, embrace the unknown, and take your time to explore what’s different and possible? Learn to spot and resist the bad habits that hinder your innovation potential and ability to lead effectively.
Now, more than ever, workplace culture can’t go undervalued. In a recent survey of more than 2,000 people in 50 countries, one finding stands out: Employees feel less positive about their workplace culture than their employers do. With a better understanding of their company’s day-to-day culture, leaders can bridge that gap, and help activate their culture in support of business goals.
More and more often, people consider becoming a leader as the final destination of a specialist. But successful leaders know that their role is much more than that. Leading requires constant learning and a balance of specialized and broad knowledge. This article presents three concrete ways to cultivate and harvest the benefits of a specialist–generalist.
Against the backdrop of a complex and fast-changing business environment, CEOs must address the ways automation will change the workforce under a watchful public eye. Leaders can’t protect outmoded jobs, but they are responsible for the people who hold those jobs. Upskilling those people is important and must target fundamental skills gaps, instilling at least a baseline of digital acumen, with a goal of building a flexible workforce.
In George R.R. Martin’s popular books and TV series, what at first looks like a reasonable decision can result in being publicly executed. In the leadership world, you may not face literal execution, but you must make decisions with similarly wrenching tensions and unpredictable results. Leaders, however, can manage these tensions by keeping perspective and paying attention to values and persuasion style.
PwC’s 22nd Annual Global CEO Survey found that chief executives’ optimism about their own company’s prospects is a leading indicator of broader economic prosperity. Optimistic leaders are more effective in the way they take risks, deploy capital, hire and train workers, and invest in their communities to help drive societal progress. How, then, can confident CEOs, and by extension economic prosperity, be fostered?
We live in a new world that needs new skills. To many, that is an exciting prospect that speaks to progress. Most leaders agree in principle, but they also say they’re not ready. The speed, scope, and impact of technological change are challenging their businesses — and society at large — in fundamental ways. So how are leaders to prepare their people? This article describes how PwC is upskilling its workforce.
The 19th annual CEO Success study by Strategy&, PwC’s strategy consulting group, zeros in on the seemingly anomalous phenomenon of the long-serving CEO in today’s tumultuous business climate. It also identifies several game-changing practices that contribute to the success of new CEOs, especially those who are taking over from a long-serving chief.
Today’s employees want work that’s intrinsically rewarding and fits with their values. And although not every company can be focused on saving the world, all leaders can influence how employees experience their day-to-day job. Companies that act now to address demands for meaningful work will gain a lasting competitive advantage.