Highlights
- One of the things that struck us was just how reflective they were.
- They seemed to spend more time reflecting on their experiences, results, and adjusting than other CEOs we have worked with.
- However, they didn’t always enjoy the process. When they received the feedback report on their organization’s assessment, some of the CEOs experienced an emotional cycle like the Elisabeth Kubler-Ross grieving cycle: denial, anger, bargaining, depression, and acceptance.
- This tendency for reflection seems to be supported by a common characteristic they all have – they were humble and confident. If you think you know everything, you’re not inclined to learn very much.
References
The concepts presented in the video are from my CEO Leading Transformation research. For more on these concepts, check out the two papers that describe and discuss all the concepts included in the leadership framework.
Latham, J. R. (2013a). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. Quality Management Journal, 20(2), 22.
Latham, J. R. (2013b). A framework for leading the transformation to performance excellence part II: CEO perspectives on leadership behaviors, individual leader characteristics, and organizational culture. Quality Management Journal, 20(3), 22.
