
This much I know: 9 leadership lessons from global CEOsâŻÂ
From absorbing stress to finding your authentic voice, nine leaders of global companies share the wisdom that has helped them excel in their roles.⯠...
by Michael D. Watkins Published October 23, 2024 in Brain Circuits ⢠2 min read
Approach your advisors with specific, strategic questions rather than general discussions and give comprehensive context so they can offer informed opinions on complex matters.Â
Practice active listening when engaging with your advisors to understand the context and reasoning behind their advice. Ask probing questions and be open to perspectives that differ from yours, particularly on high-stakes issues.Â
Maintain an ongoing dialogue to help you avoid potential issues. Don’t wait for crises before reaching out â be proactive in seeking advice, particularly when facing significant decisions, by scheduling focused check-ins and sharing updates.Â
Take time to reflect on how advice aligns with your challenges and strategic thinking, and how it applies to your organizational context. Consider each suggestion seriously, weighing it against your own experience and circumstances.
Follow up with advisors after acting on their advice, sharing outcomes of major initiatives. This feedback loop demonstrates respect for advisors’ input, making them even more valuable resources.Â
Don’t hesitate to challenge your advisors when appropriate. Voicing concerns deepens discussion and allows for a more nuanced understanding of complex challenges.Â
Professor of Leadership and Organizational Change at IMD
Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBRâs 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 DaysÂŽ methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.
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